About organizational behavior

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Submission Front Sheet
Programme BTEC Higher National Diploma (HND) in Business (RQF)
Unit Title and
Number: Organisational Behaviour (Unit 12)
Assignment Title Organisational Behaviour assignment
Unit RQF level/Code 5/
(H/508/0525)
Module Tutor
Name /Email
Dr Smita Shukla
s.shukla@mrcollege.ac.uk
Credit Value 15 Assignment
Brief Code
RQFBM-OB120105-V5
Cohort Name April 20A+Sept
20A and Sept 20B
Assignment
Date Set
September 1, 2021
Student’s Name
Student’s
Registration
Number
Submission Date Distribution Date
Is this a first
submission
Is this a referral
submission
Word Count
Learner’s statement of authenticity
Student’s Signature Date

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Table of Contents
Introduction ..................................................................................................................... 3
How an organisation's culture, politics, and power can influence individual and team
behaviour and performance ............................................................................................ 4
Analysing critically how an organisation's culture, politics, and power might influence
individual and team behaviour and performance............................................................. 8
Analysing how content and process theories of motivation and motivational techniques
enable effective achievement of goals ............................................................................ 8
Critical evaluation of how effective application of behavioural motivational theories,
concepts and models might be used to influence the behaviour of others .................... 12
Critical evaluation of the relationship between culture, politics, power and motivation.. 12
Explanation of what makes an effective team as opposed to an ineffective team......... 13
Discussing the relevant team and group development theories to support the
development of dynamic cooperation............................................................................ 15
Application of concepts and philosophies of OB within an organisation........................ 17
Evaluation of how concepts and philosophies of OB inform and influences behaviour . 20
Critical analysis and evaluation of team development theories, concepts and
philosophies that influence behaviour in the workplace to improve business
performance and productivity ........................................................................................ 21
Conclusion and recommendations ................................................................................ 22
References.................................................................................................................... 23

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Introduction
Organisational behaviour or OB is the systematic examination of human behaviour
within an organisation to determine how individuals behave independently, how they
behave individually within a group activity, and how their behaviour is influenced by
group performance and organisational culture (Hughes et al., 2019). In this study, some
remarkable factors are discussed like how different factors "organisational change,
culture, power, and politics” interact. This study can assist a business in gaining a better
knowledge of what motivates workers to work and how to inspire them through training,
recognition, and incentives to increase employee satisfaction and value. Additionally, a
team's performance can be enhanced by gaining a thorough awareness of the
numerous dimensions of team growth. This course will examine some of the OB's
fundamental concepts and ideologies. Finally, this paper will cover the philosophies
mentioned above of OB and all the discussion will be based on Tesco Plc., a renowned
multinational supermarket in the UK.
About Tesco
Tesco is the leading in the United Kingdom and the world's third-largest supermarket
store, having locations spanning outlets throughout Europe, the United States of
America, and Asia. Tesco has grown since then via a mix of acquisitions, retail services,
and adapting to customer requirements. The fundamental objective of Tesco is to serve
the consumer.' It is critical to retain previous consumers since they are more likely to
return (Hughes et al., 2019). TESCO instils self-reliance in its workers since
management believes that if people are placed in their comfort zones, their productivity
will suffer, resulting in a severe loss to the firm. This strategy enables TESCO to
recognize and address the psychological requirements of its workers. TESCO has a
task-oriented strategy and strives to achieve the organization's objectives.

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How an organisation's culture, politics, and power can influence
individual and team behaviour and performance
Organisational culture: The term "organisational culture" refers to the organisation's
shared values and beliefs, as well as the languages, norms, practices, and structures
that have been nourished for a long time (Hinojosa et al., 2017). The corporate culture
shapes employee's perception of their job and how they interact with individuals and as
members of a team.
An organisation's culture determines how the HR department will attract and retain
potential employees and current employees. The satisfaction of employees largely
depends on the culture of an organisation (Hinojosa et al., 2017). Satisfied employees
are a company's assets, and the corporation may leverage them as a brand to foster a
healthy culture both inside and beyond the organisation, thereby attracting fresh talent.
An employee expects proper corporate structure rules to which they will report and
function as a subordinate. Due to a lack of a suitable organisational framework,
employees become confused. As a result, employees perform poorly, and the company
loses potential talent and money.
A favourable business culture encourages individuals to be recognized for their
achievements, which increases employee engagement and loyalty to the corporation.
This appreciation also serves as a motivator for other staff (Buchanan and Badham,
2020).
The top management directs the employees not as a boss but as a leader and leads by
example that inspires employees to become future leaders. In addition, the top
management encourages and empowers employees to find problems, give probable
solutions, and provide constructive feedback on decisions. Employees are also
encouraged to work in groups to exchange ideas and expertise, which helps them
recognize that group work, outperforms individual effort and enhances organisational
synergy (Hinojosa et al., 2017).
A healthy culture promotes employee skill development through training. Employees are
kept informed of company changes through ongoing training. A favourable business
culture, such as flexible workdays and hours, helps employees maintain a healthy work-
life balance, reducing their sense of burden or strain while working (Buchanan and
Badham, 2020).
Six cultural dimension theories of Hofstede and its application:
Geert Hofstede established six cultural dimension theories to describe cross-cultural
disparities among people and enterprises and how culture relates to value in the
workplace. Then, he used this hypothesis to assess the impact of industry-wide cultural
variations. Later, he added two more dimensions: "femininity vs. masculinity" and "short
term vs. long term orientation" based on these findings (Hofstede, 2011).
.

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Figure 1: Six Cultural Dimensions of Geert Hofstede (Hofstede, 2011).
The power distance is linked to the degree of disparity an organisation accepts and its
hierarchical rank. Individualism vs. collectivism represents the degree of ties or bonds
that people have with others within their community. Uncertainty avoidance refers to
how a country's organisations are socialized to accept uncertain situations and adapt to
change (Hofstede, 2011). Masculinity vs. femininity shows how organisations prioritize
gender-specific or non-specific responsibilities. The distinction between restraint and
indulgence refers to how individuals attempt to manage their impulses and
desires. Finally, in the short-term vs. long-term, an organisation's view on the time
horizon required to achieve a goal (Hofstede, 2011).
This theory uses a component analysis structure to show how a society's culture affects
people's values and behaviour. Tesco believes that creativity requires employees from
many cultural backgrounds. Tesco may use this theory to understand employee
behaviour, why they behave differently from others, how these differences affect
employee-employer relationships, and how cross-cultural issues affect employee
performance (Hofstede, 2011). Tesco may utilize this knowledge to improve employee-
company relations, working conditions, and business performance.
The organisational culture dictates an employee's level of devotion to the organisation.
So, organisations should develop such a positive organisational culture that inspires
employees to engage with the goal of organisations, to be loyal, and act as a brand
promoter of the organisation (Idowu, 2017).
Influences of organisations politics: Organisation politics is a sort of informal power
and control over organisational activity. Moreover, individual or managerial self-interest
trumps corporate interest. Personal grudges can spark organisational politics against
coworkers or management to smear targets' reputations. Thus, organisational politics
inflict harm to others inside a team or organisation (Roberts et al., 2014). For example,
an employee develops unethical authority over others by backbiting others to top
Dimensions
Power
Distance
Collectivism
vs
Feminism
Uncertainty
Avoidance
Masculinity
vs
Femininity
Short-term vs
Long-term
orientation
Restraints
vs
Indulgence

6. 6
management. As a result, it damages co-operations and teamwork between employees,
spoils the relationship between employees and management, also creates an unhealthy
organisational culture that hampers the growth of both employees and organisations. So
the team synergy declines. Organisational politics harms both the individual and the
organisation (Parker, 2016). It advocates pursuing illicit power and pursuing quick
success through unscrupulous means. Organisational politics encourage employees to
focus less on work and more on coworker gossip, criticism, and rumours that spoil the
working environment. Thus, the person's productivity and creative thinking power drop,
causing long-term harm. Furthermore, organisational politics creates a gap among a
team by grouping people based on unethical power and position (Roberts et al., 2014).
It encourages unethical behaviour within the firm. It makes someone resentful of
someone else's success. As a result, organisations can not ensure transparency
(Hinojosa et al., 2017). When non-performing employees are promoted, it demotivates
employees. Employees tend to grow negative perceptions, attitudes, and devotion to
work. As a result, the company's culture becomes negative, resulting in poorer
productivity and resource waste.
However, organizational politics may also be advantageous to groups other than a
politically competent and committed minority. Positive organizational politics may offer a
foundation for competitive advantage, particularly when individuals possess the
necessary political skills. It has been proposed that politically savvy management
effectively handles stressed organizational situations. This political ability comprises the
capacity to take acts that foster sentiments of trust, confidence, and honesty (Hinojosa
et al., 2017). It implies that positive politics is most visible when individuals understand
how to employ positive influence behaviours and strategies and avoid damaging
behaviour. When a person acquires positive political skills, an influential political
environment free of injustice, inequity, and iniquity is created. It implies that positive
politics is most visible when individuals understand how to employ positive influence
behaviours and strategies and avoid damaging behavior (Parker, 2016). When a person
acquires positive political skills, an influential political environment free of injustice,
inequity, and iniquity is created. Constructive political behaviour is necessary for
bringing disparate stakeholder interests together and is contingent on the capacity to
balance the opposing incentives and perspectives of organizational members.
Influences of organisational Power
Organisational power is legitimate power and is the ability to regulate the organisation's
rules, policies, structures, and resources. It allows top management to legally instruct
subordinates and hold them accountable and responsible for their authority that has
been delegated and performance (Shaari, 2019). The power structure of an
organisation influences the behaviour of employees both in individual and in team
performance.
Employees are held accountable by their employer's power. Top management having
power can punish an employee who defies regulations and harms others and awards an
employee for performing expected and outstanding performance. On the other hand, a
manager can inspire or motivate an employee to do the right thing at the right time with

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the suitable material and with the correct technique (Parker, 2016). It shields the person
from workplace politics and allows employees to focus on their job. Thus, it fosters a
good work atmosphere that encourages people to develop their creativity and analytical
abilities, exchange knowledge with team members, and increase employee and
organisational productivity.
Types of Power:
The concept of "power" relates to the capability to sway the decisions of others. Within
an organization, five distinct sorts of power may emerge. There are five types of power:
coercive, referent, rewarding, legitimate, and expert. These are described in further
detail below:
Coercive power: Coercive power entails the use of intimidation to coerce others into
doing what one intends. It translates into threatening someone with transfer,
termination, or demotion in an organizational setting. Employees of the organizations
are forced to imply the direction of authority. Moreover, it is a less effective type of
power as it forces others to do.
Referent power: The referent is the power that celebrities and film stars possess
because they have a large following of people who admire, identify with, and follow
them. As a result, they have a long-lasting impact on many individuals regarding a wide
variety of choices, ranging from which automobile to purchase to which politician to vote
for a higher post in the nation. Organizations use this type of power in promotional
strategies to attract large audiences.
Reward power: The reward power of a manager is simply the ability of the management
to provide some form of benefit to an employee to compel the employee to behave.
Rewards might be monetary or non-monetary. The essential contrast between tangible
and intangible incentives is that tangible rewards are tangible, but intangible rewards
are not. Money awards, income or salary, raises, bonuses, plaques, certificates, and
gifts are all examples of physical incentives.
Legitimate power: Legitimate power is power derived from one's official position or office
in an organization's authority structure. For instance, the owner of a company has
considerable authority due to the position he occupies inside the organization.
Perception and reality are the foundations of legitimate authority, and it is predicated on
the fact that an individual occupies a specific position within an organization. Legitimate
power as a source of authority has one distinguishing advantage over many other kinds
of authority: it is often founded on an organization's objective rule or the law.
Expert power: Expert power is a form of personal advancement that stems from an
individual's superior talents and experience, which are not readily accessible. In such a
setting, the individual may use his or her expertise to exert influence on others. Because
it is very individualistic and talents may be developed through time, it carries a greater
degree of credibility and respect.

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Analysing critically how an organisation's culture, politics, and power
might influence individual and team behaviour and performance
Organisation culture: The organisation's culture should promote a positive workplace
where employees can make decisions, give feedback, access self-development, and be
recognized for their contributions. Because of this, employees feel like they belong. An
employee will likely be more devoted to the company and team if they feel valued and
appreciated (Osland, Devine and Turner, 2015). As a result, individual and team
performance improves. Concurrently, an organisation's productivity grows while costs
and resources assist an organisation to match client needs and survive in a competitive
market. Supportive workplace culture has always been important to Tesco. It believes in
employee participation while initiating a strategy (Bachrach and Mullins, 2019).
Tesco focuses on empowering employees to make decisions, building future leaders to
lead the company, prioritizing, and respecting diverse people to offer innovation. This
organisational culture has built substantial goodwill for Tesco globally, attracting and
retaining brilliant employees.
Organisational Politics: Organisational politics hampers an organisation's output. It
degrades the working environment and makes people unproductive. Tesco has a long
history of providing a great working environment. It discourages employee politics and
separates work and personal life, encouraging employees to behave and maintain a
professional attitude (Shaari, 2019).
Organisation Power: An organisation utilizes various powers depending on the
circumstances to influence, control, and direct workers to accomplish tasks. Top
management having power rewards employees based on their performances, such as if
employees show expected performance. Beyond the expectations, top management
rewards them through recognition or promotions, and if employees fail to perform well or
disobey the rules of organisations, top management penalizes them financially or non-
financially (Bachrach and Mullins, 2019). Nevertheless, before exerting such authority
over workers, top management should take a step back and assess the situation.
However, top management is also responsible to the company's owner, preventing
them from using undue authority over employees.
Analysing how content and process theories of motivation and
motivational techniques enable effective achievement of goals
Motivation theory is the study of what motivates people to work and is the process that
sustains, initiates, and guides an individual's goal-oriented behaviour. Depending on the
situation, many theories may be used to encourage workers. These theories fall into two
categories “content and process”, and Tesco can use these theories to motivate the
employees (Hughes et al., 2019). These are described below:

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Figure 2: Theories of motivation (Hughes et al., 2019).
Content theories: The content theories of motivation are concerned with an individual's
desire and inner need fulfilment, which inspires him or her to accomplish the activity
altogether. This theory elucidates the factors that inspire an individual to complete a
task, remain loyal, and be fulfilled (Hughes et al., 2019). Maslow's Hierarchical Model
and Herzberg's Two Factor Theory can be used to establish content theories that will
assist Tesco in accomplishing its goal.
Maslow’s Hierarchy of needs theory: Abraham Maslow developed the needs theory
of human beings by assuming that human needs are never completely satisfied, human
behaviour tends to be motivated if they feel needs, and human needs are (Häuberer,
2011).
Figure 3: Maslow’s Hierarchy Needs (Häuberer, 2011).
Maslow’s need theory can be broken down into three categories having five specific
areas “lower-order needs, middle-order needs, and higher-order needs.” Lower order
needs are related to basic internal needs like “Physiological and safety needs,” middle-
order needs are related to social needs like “Social belonging and love needs,” and
higher-order needs are related to personal recognition needs like “Esteem needs and
Self-actualization needs” (Shaari, 2019). Organisations must fulfil basic needs before
Theories of
motivation
Content
theories
Process
theories

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fulfilling higher-order needs. Without fulfilling the basic needs, employees will not be
motivated for the middle or higher-order needs (Häuberer, 2011).
So, Tesco should employ all the needs of its employees to be motivated, committed,
and loyal, which will help Tesco generate maximum output for the company by reducing
wastages. Tesco should keep in mind that employees will not be motivated if the lower
order needs of employees are not met. Moreover, Tesco values the needs and wants of
the employees as it believes that it is employees who work hard to accomplish the
organizational goal.
Two-factor theory of Herzberg: Herzberg developed the two-factor theory of
motivation, also called dual-factor theory, to identify what motivates a person that leads
a person to be satisfied and what factors create dissatisfaction if it cannot be fulfilled.
He divided the factors into "Hygiene factors and Motivational factors” (Hinojosa et al.,
2017).
Figure 4: Herzberg’s Two Factor Theories (Hinojosa et al., 2017).
The absence of Hygiene factors such as "basic salary, security, working conditions,
relationship with supervisor and subordinates" causes employee dissatisfaction in the
job, and its presence does not lead to employee satisfaction or dissatisfaction. These
factors are the basic needs of employees, which must be present in an organisation;
otherwise, employees will be dissatisfied, and dissatisfaction will cause less employee
engagement and commitment and poor performance (Hinojosa et al., 2017).
Tesco must fulfil the basic needs of employees to remove employee dissatisfaction. The
strategy of Tesco is to provide the employees with the hygiene factor at first related to
dissatisfaction. It believes that employees will not be motivated if employees do not get
the basic salary, whatever motivational factor it provides. Tesco should know how to
balance between hygiene and motivational factors so that none overweight’s other.
On the other hand, the presence of motivational factors such as "recognition,
achievement, personal growth or promotion, training, participation in decision making"
causes employee satisfaction, and employee satisfaction makes employees engage
well in the workplace, encourages employees to think critically and to share the ideas
with the team members, makes employees loyal and committed in the long run (Shaari,
2019). Therefore, organisations can retain also can attract talent if they can provide
premium benefits or motivational factors.

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So, Tesco must both hygiene factors and motivational factors if it wants to gain
employees' trust and loyalty and survive in the long run.
Process Theories of Motivation: Process theories of motivation attempt to explain
behaviour patterns of why employees behave and how to motivate the employees by
using different methods of motivation. It shows an individual's cognitive processes and
behaviour. Reinforcement and Expectancy theory of process theory can be applied to
help Tesco to motivate its workplace (Koster, 2017).
Figure 5: Process theory (Koster, 2017).
Reinforcement theory: BF Skinner proposed the theory of reinforcement. It states that
management can impact an individual's behaviour and attitude by rewarding or
punishing employees based on their performance. For instance, if an employee
performs very well, management might utilize positive reinforcement to urge the person
to continue or improve the performance (Hinojosa et al., 2017). Tesco may offer positive
reinforcement to employees who have made substantial contributions to the company's
reputation both within and outside organisations. This positive reinforcement will
encourage Tesco staff to be self-motivated and maintain and improve their performance
to help the firm more significantly. On the other hand, management can use negative
reinforcement to deter employees from performing poorly or violating organisational
rules (Koster, 2017). For example, if an employee consistently arrives late, he or she
should be penalized financially or non-financially to ensure that no employee violates
organisational rules.
Tesco uses positive reinforcement theory to motivate the employee to retain the
behaviour and spread this positive attitude to other employees. Moreover, it uses
negative enforcement such as punishment if employees break the organisation's rule or
fail to achieve the performance level so that employees do not repeat this behaviour
further and prevent other employees from repeating it.
Expectancy theory of motivation: Victor Vroom proposed expectancy theory in 1964,
where he stressed the outcome, not on the needs. He claimed that employees are
motivated only when they expect their efforts to result in desired performance and
Procees
Theory
Reinforceme
nt Theory
Expectancy
Theory

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remuneration, and the employee feels that more effort will lead to better results and
rewards (McShane and Glinow, 2017). Employees in organisations like to analyse input
vs. output of their performance and rewards before accomplishing a task. Expectations
are created by job-related skills, resources, and physical and mental support from the
organisations that turn the expectations into optimum output.
Managers must ensure that a higher performer will be positively rewarded, such as star
performers of the week, month, and year (Hinojosa et al., 2017). Tesco may use this
theory to motivate employees to perform the task according to the guidelines by using a
fair reward system, providing a safe working environment, and providing an efficient and
effective remuneration system.
Critical evaluation of how effective application of behavioural
motivational theories, concepts and models might be used to
influence the behaviour of others
Numerous distinct motivational theories have developed over time by many remarkable
theorists as a result of changing circumstances, including "Maslow's Hierarchy of Needs
Theory," "Victor Vroom's Expectancy Theory," "McGregor's X-Y Theory," "Herzberg's
Two-Factor Theories," “Path-goal Theory,” and "Reinforcement Theory." Peoples, jobs,
positions are different, and organisations should use a contingency approach to
motivate employees as the same action does not motivate all individuals (McShane and
Glinow, 2017). Therefore, organisations should use different methods to motivate the
employees depending on their needs to achieve the best performance from the
employees. Otherwise, employees will switch to another organisation that is concerned
about employee satisfaction.
To motivate personnel, an organisation must identify its motivating elements and
identify whether they are self-motivated or not, as self-motivated personnel who are
more committed to the company's aims are more likely to take part in crucial decisions
(Paais, 2018). If employees are not self-motivated, organisations should find the
reasons that drive employees to be self-motivated. Conversely, lack of motivation can
impact employee productivity, creativity, and morale and hamper the performance of
organisations. Ineffective motivation can demotivate employees and impair their
effectiveness. If Tesco utilizes inappropriate methods for an employee performing well,
the employee may become dissatisfied and become involved in organisational politics
(Hinojosa et al., 2017). So, Tesco should deploy appropriate motivational strategies to
retain and attract employees in the long run.
Critical evaluation of the relationship between culture, politics, power
and motivation
Organisations' culture, politics, and power are inextricably linked and operate as a
system. Changes in any of these variables may have a good or negative effect on the
other aspects. The organisation that practices and promotes a positive culture, such as
"employees participation, employees providing constructive feedback on decisions or
problems they face, employees are valued and respected regardless of their position,
fair judgment, fair recognition, and fair remuneration, friendly relationship between

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employees and management," can gain employee satisfaction, loyalty, and commitment
(Paais, 2018). Satisfied workers are less inclined to engage in organisational politics
such as backbiting or obstructing others' progress due to the existence of fair
judgments. Positive culture and the absence of organisational politics deter
management and employees from exercising unethical power over others or exploit
weak employees (Koster, 2017). So, positive culture prevents both organisational
politics and power that assist employees in achieving the organisational goal, promoting
the culture of organisations both inside and outside that creates goodwill of the
organisation and attract creative talents, and organisations to sustain in the long run in
global competition (Paais, 2018). Tesco's positive organisational culture helped it
prevent organisational politics and power, and thus extending its business in many
countries.
Explanation of what makes an effective team as opposed to an
ineffective team
Team: A team refers to a group of people who regularly interact, communicate and
work together to achieve a common goal or objective, and it is formed to gather ideas
and foster relationships among personnel. Tesco encourages staff to operate in a
departmental or multicultural team to establish long-term cooperation among employees
(Parker, 2016). Working in a team allows an employee to share ideas and knowledge
with other team members, which is called knowledge sharing. An organisation has three
types of teams.
Figure 6: Types of the team (Parker, 2016).
Functional Team: A functional team implies a team where members of the same
department have varying responsibilities, which is permanent. Members of the team
perform a specific departmental function. Thus, the functional team reflects the
department's hierarchy (Koster, 2017).
Cross-functional Team: Cross-functional teams imply a team of people from multiple
departments of organisations such as finance, management, accounting, inventory, and
human resources, and it is temporary (Amarantou et al., 2018). It includes employees
Team
Functional Team
Self-managed Team
Cross-functional Team

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from all levels. A cross-functional team shares information and expertise, enhancing
team chemistry.
Self-managed team: Self-managed teams are created voluntarily by a group of people
inside the organisation where they work without supervision, and they work
independently but are held accountable for their actions to the authority. The team
members meet regularly at a particular time at a specific office place or outside the
office to share their ideas, create plans, and implement them by taking different
variables (Parker, 2016).
Factors that differentiate an effective team from an ineffective team: A team's
effectiveness depends on specific traits, which differentiate an effective team from an
ineffective team (Paais, 2018). These traits are discussed below:
Figure 7: Traits of an effective team (Paais, 2018).
Respect and appreciate: It is critical in a team that members respect and appreciate
one another, and these are the psychological expectations each member has for the
other. Individuals are motivated by appreciation to strive harder and progress
continually for the greater good. Members get estranged due to a lack of appreciation
and respect, and members become discouraged from expressing their opinions
(Amarantou et al., 2018). On the other hand, admiration and acknowledgement
encourage team members to interact positively with one another.
Proper team roles: Before starting working together, the team must decide who will
work what and how much. Without specific or clear roles, team members may become
confused about what to do and what not to do, resulting in a dysfunctional team and
organisational muddle. On the other hand, a defined role allows team members to
Traits of
effective team
Respect and
appreciate
Proper team
roles
Common
goals
Equal
opportunity
Open
communication

15. 15
perform the scheduled task at the right time in the right way (Paais, 2018). As a result,
team members can work effectively and efficiently in an organised way.
Common goal: A team's success rests heavily on its ability to achieve a common goal.
In a team, various people work together, so conflict is inevitable when team members
have opposing views. While making decisions, the team must agree on conclusions on
the alternatives, resulting in a positive gain for the total performance (Paais, 2018).
Inability to develop a consensus will produce an uncertain working environment for the
team if a team member refuses to collaborate and voice their views. However, the ability
to agree on a common goal increases collaboration and synergy between the team
members.
Equal opportunity: A good team pays attention to each other, and each team member
has an equal opportunity to speak, contribute to the teamwork, and share their ideas.
The absence of equal opportunity makes members discourage participating in the
decision-making process, resulting in an unfavourable environment for the team
members to continue. Further, it cannot present the best ideas and thus cannot reach
the goal (Amarantou et al., 2018). Conversely, the presence of equal rights encourages
team members to express their ideas without fear of retribution.
Open communication: The team's effectiveness depends on proper communication.
Through communication, team members can know each other's strengths and
weaknesses, and according to that, they can specify the roles. Thus, communication
fosters teamwork and mutual understanding among team members builds positive team
synergy and builds the mindset to help members if any members fail to understand or
accomplish the task (Paais, 2018). In addition, communication allows team members to
learn new ideas and concepts.
Effective Team Ineffective Team
Presence of common goals Absence of common goals
Specific team roles Disorganised team roles
Respect and appreciation Absence of respect and appreciation
Presence of equal opportunity Absence of equal opportunity
Communication Lack of communication
Positive team synergy Absence of synergy
Table 1: Differences between the effective team and ineffective team (Paais, 2018)
Discussing the relevant team and group development theories to
support the development of dynamic cooperation
A team is formed to foster synergy, cooperation, and collaboration among personnel of
organisations. A team goes through numerous stages while building a team to
accomplishing a goal. According to Bruce Tuckman, a team goes through five stages in
their lifetime, and these are discussed below:

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Figure 8: Stages of team development (Amarantou et al., 2018).
Forming stage: This is the primary stage of team development where team members
of Tesco get to know each other through the introduction. Tesco encourages people
from diverse cultures to be part of their organization. So, when employees work in a
team, they struggle to know each other. At this stage, uncertainty is high. Hence team
members of Tesco need appropriate direction. In this stage, team synergy is very low as
members hardly know each other properly and lack trust and understanding (Amarantou
et al., 2018).
Storming stage: During the storming stage, team members of Tesco start expressing
their views. This period is rife with philosophical disagreements. Conflicts of thoughts
among team members hamper goal formulation and team activity. Team members of
Tesco find challenging to respect each other’s opinion (Hughes et al., 2019).
Consequently, team effectiveness hampers as all efforts are spent on non-productive
tasks.
Norming stage: At this stage team members of Tesco start sharing and accepting
opposite viewpoints. Team members start respecting and appreciating each other's
thoughts. As a result, team cohesion and synergy start building up, making each
member responsible for their task (Amarantou et al., 2018).
Performing stage: At this stage, team members show consensus and cooperation and
mature or organised behaviour that makes them more committed and engaged with the
team goals. Employees of Tesco develop a sense of understanding and co-operation
with each other that improves synergy. Team members focus on problem-solving and
resolving issues that prevail in the path of goal accomplishment (Hughes et al., 2019).
Adjourning stage: The adjourning stage of team development occurs when the team
accomplishes its desired objective or goals and completes the work that brought them
together. After completing the goal, the team is either dissolved or transferred to
another new task or project (McShane and Glinow, 2017). The authority of Tesco may
assign the team for further project if the performance of the team is high than the
expectations.
Team roles of Dr. Meredith Belbins:

17. 17
Dr. Meredith Belbin is well-known for his study on team roles, in which he defined a
team having nine roles as a proclivity to behave, contribute, and engage in a specified
way with others that are accountable for the team's success (Belbin, 2012).
Figure 9: Nine team roles of team members by Belbin (Belbin, 2012)
"Thinking focused," "people-oriented," and "action-focused" are three of Belbin's nine
different roles that team members should divide based on their skills and limitations.
The shapers are extroverted people that push the team to grow. The implementer would
make the ideas a reality (Belbin, 2012). The completer-finisher would scan the finished
job to ensure there were no mistakes. The teamwork coordinator also leads the team to
achieve the goal. The team worker helps the team members operate effectively
together.
The resource investigator must also research team resources and arrange resource
allocation with team members. The plant member must bring unique ideas to the team.
The monitor-evaluator analyses and evaluates ideas before they are implemented.
Finally, a specialist brings unique skills and expertise to the team (Belbin, 2012).
Application of concepts and philosophies of OB within an
organisation
Organisational Behaviour is the systematics research of human resources' nature, such
as their perceptions, attitudes, differences, how cultural background affects their
performances inside the organisations, and how they interact as individuals and as
team members. Human resource and organisational concepts and philosophies provide
the foundation of organisational behaviour (Hughes et al., 2019). Therefore, Tesco may
benefit from evaluating human resource behaviour to improve performance and
productivity.
Individual differences: People are born with unique traits, thinking, attitudes,
decisions, and perceptions. The organisation should acknowledge individual

18. 18
characteristics and guide workers to maximize results (McShane and Glinow, 2017).
Tesco prefers to hire individuals that can bring something distinctive to the business.
A whole person: A person's work and personal lives are intertwined. Work-life balance
may help workers focus and perform better. A Tesco's structure should collaborate with
workers to create employee benefits that guarantee work-life balance (Hughes et al.,
2019).
Employee participation: Employees are more engaged when they can contribute to
critical decisions. The self-motivated employees want to share their thoughts, opinions,
knowledge, and experiences with others and want valuable feedback for their
participation (Hughes et al., 2019). Tesco's organisational culture may encourage
employee involvement in decision-making through reward policies such as appreciation
clap in front of all employees and publishing employees' thoughts in journals.
Respect: An employer must treat employees with respect and dignity, not as a means
of production or profit. Regardless of status, every employee wants to be treated with
decency. It is the psychological needs of employees which must be given. Otherwise,
employees will be discouraged from working by heart (Bennett and Gadlin, 2019).
Organisational behaviour theories:
Path goal theory by Robert House: Robert House developed this theory, which is
based on the expectation theory of motivation. The idea argues that a leader's conduct
influences an employee's perception of expected effort-to-reward ratios. Leaders assist
group members in achieving rewards by defining objectives and eliminating
impediments (McShane and Glinow, 2017). They do so by giving workers the
knowledge, support, and tools they need to accomplish their tasks to achieve the
organisational goals.
Figure 10: Path goal theory (McShane and Glinow, 2017)
This method helps a leader motivate and satisfy employees, increasing productivity and
performance. Achieving-oriented, participative, and directive leadership characteristics
are identified under this approach. The path-goal hypothesis states that a leader's

19. 19
success depends on personnel and environmental variables and leadership styles
(McShane and Glinow, 2017).
Situational: Harsey-Blanchard proposed the theory of situational approach. According
to this theory, there is no one best way by which a leader should direct employees and it
is better to examine the organisation's functioning concerning the needs of its members
and the external pressure facing them (Koster, 2017). The basic theme of this theory is
that "it all depends." It claims that an organisation's internal functioning must be
compatible with the demands of its tasks, technology, personnel requirements, and
external environment for the company to be successful. It is a circumstance that defines
leadership. Successful leaders lead the team or business depending on the
circumstances, not a leadership philosophy (McShane and Glinow, 2017). For example,
in Tesco some employees may work well under a directive and dictatorial boss, but
some self-motivated workers will not be motivated under these approaches; they need a
participatory leadership approach. So, the leader of Tesco should apply the style that
would benefit both workers and Tesco after determining the nature of employees. This
leadership concept states that a leader's style should match the employee's maturity
level (Bennett and Gadlin, 2019).
Tesco uses both democratic and autocratic styles according to the situation. Tesco uses
autocratic leadership only when it needs to reach a decision as early as possible without
any delay, when employees are not motivated to participate in the decision making and
when authority needs to control the uncertain situation to control the adverse effect.
Moreover, Tesco also uses a participative leadership style if the employees are self-
motivated. Tesco also encourages employees to continuously show commitment to the
organization by applying positive reinforcement techniques such as recognition, bonus,
and appreciation.
Social Capital Theory: The social capital theory is the theory that a person's social
connections generate competitive advantage. Interpersonal connections provide
resources that may be utilized to accomplish desired objectives, according to social
capital theory. In organisations, social capital is the structure of social networks. Group
cohesiveness and brokerage are two vital elements of social capital that matter to HR
(McShane and Glinow, 2017). Group cohesiveness is best defined as how linked
individuals are inside a group. Groups are regarded as highly cohesive when they have
numerous redundant connections. Cohesive organisations like Tesco can exchange
information rapidly and generally show more significant levels of trust than less
cohesive ones. Brokerage is the link between clusters. Individuals, or brokers, serve as
connections between clusters (Bennett and Gadlin, 2019). To be a broker gives Tesco
access to a broader range of information, early access to new information, and control
over its dissemination. Tesco may use this theory to understand its networks better.
Organisational model or philosophies: The philosophies of organisation behaviour
can be understood well through the model of OB and there are five models (Hughes et
al., 2019). They are discussed below:

20. 20
Figure 11: Model of OB (Hughes et al., 2019).
Autocratic model: In an autocratic model, top management decides what employees
will do, and employees are accountable for maintaining the direction of top
management; otherwise, they will be punished. Employees have no say in the decision-
making process. Conversely, every issue is decided by top management. This model
does not allow employee empowerment, and it is less flexible (Hughes et al., 2019). As
a result, employees feel demotivated and less engaged and committed to the job. This
approach lowers staff productivity and should be avoided by Tesco.
Custodian model: The custodial model promotes employee loyalty and motivation by
providing economic stability via pay and other benefits. The custodial model
emphasizes the financial benefits of employment. With this approach, workers become
reliant on the company's pay and perks. Consequently, people strive to enhance their
performance for the company to keep their job and advance (Madsen, 2017).
Supportive model: The supportive approach places a focus on a leader who is both
driven and aspirational. Neither control nor authoritative authority is allowed in this
model, nor are any incentives or reward systems. Instead, the model is solely focused
on motivating workers via developing a manager-employee relationship and the
treatment that employees get daily (Hughes et al., 2019).
Collegial model: In a collegial model, the organisation's structure is designed to have
no leader and no subordinates; instead, everyone is a colleague who must work
together. To reach the goal rate, each employee must contribute and work in concert
with the others. No one is concerned about his social standing or professional title
(Hughes et al., 2019). The manager's job is to assist the team in achieving success
while also creating a good and inspiring work environment, rather than concentrating on
personal development.
System model: The system model is the most rapidly developing paradigm in today's
business age. The system model says that each component of an organisation is
related, interdependent, and interconnected logically to a predefined plan to accomplish
a purpose. Thus, it takes a comprehensive perspective of the organisation (Bennett and
Gadlin, 2019).
Evaluation of how concepts and philosophies of OB inform and
influences behaviour
Organisational behaviour concepts and philosophies like "individual differences,
perception, a complete person, involvement, the worth of the person, dignity, and
mutual interest" help a company evaluate employee behavioural patterns. An
employee's personal life is not isolated from work; they must care for the family. An
employee with flexible working hours and days may easily manage both lifestyles
Autocratic
model
Custodian
model
Supportive
model
Collegial modelSystem model

21. 21
(Madsen, 2017). Inflexible working circumstances cause employees to be unproductive
and lose focus. Employees are driven to enhance their performance to get incentives
and boost productivity when management recognizes their contributions. Employees
feel demotivated and less productive if they are not empowered. Everyone wants to be
appreciated in a company where everyone respects their position. If an employee is
humiliated in front of the whole company, they get demotivated and misbehave with
clients. Negative employee behaviour encourages consumers to switch companies. So
management of Tesco should monitor workers to encourage positive stimulation and
eliminate negative stimuli that adversely affect employee behaviour (Madsen, 2017).
How performance can be improved in Tesco with the theories of leadership
Tesco is the world's top multinational company, employing millions of people worldwide,
and it requires an appropriate leadership style to sustain in the global competition. Since
it employs people from many backgrounds and operates in several countries, it must
discover the characteristics of its employees and the environment in which it works and
then uses the most effective techniques for maximizing output with limited resources
(Osemeke and Adegboyega, 2017). Improper leadership techniques can hamper the
performance of employee’s performance, which may be avoided by implementing an
appropriate leadership style inside the organisation. For example, Tesco's management
may use an achievement-oriented strategy if monotony and a lack of challenge affect
their workers' performance. Employees may utilize the directive leadership style to
clarify perplexing job responsibilities (Bennett and Gadlin, 2019). Leaders may utilize a
participative style to help employees make efficient judgments if they make poor
choices or a supportive style to re-establish employees' trust in their employment if they
lose it. As a result, employees get enough direction consistent with their capabilities and
enhance their work-related skills, eventually increasing productivity. Tesco's productivity
and profitability may be increased by adapting its leadership styles according to the
need of internal and external environments (Roberts et al., 2014). Therefore, Tesco
should use situational or contingency theory to motivate employees to do given duties to
adopt the direction in achieving organisational goals.
Critical analysis and evaluation of team development theories,
concepts and philosophies that influence behaviour in the workplace
to improve business performance and productivity
Organisations are made up of numerous functional departments. Therefore teams are
essential. In each department, there are self-managed and functional teams with
particular objectives. Teams assist companies in implementing plans in all areas of the
company to accomplish their goals. It also promotes open communication, mutual
respect, and a healthy workplace (Roberts et al., 2014). A team must go through
several phases before reaching its objectives. The leader and management must grasp
the nature of the team growth stage to take appropriate action if any conflict of opinion
develops. For example, at the early stages of team growth, members are strangers. So,
instead of focusing on performance, the team members should focus on getting to know
each other's strengths and limitations so they may assist each other in maximizing
production while reducing waste (Bennett and Gadlin, 2019). Tesco should learn how to
build successful teams where workers know, respect, and cooperate. Organisations

22. 22
need to understand concepts and philosophies to enhance company performance and
productivity. To enhance employee morale and performance, companies should
consider diverse perceptions of people, mutual interest, employee empowerment,
gratitude, and respect. The same element does not inspire all workers. Therefore
organisations should adopt a flexible leadership strategy (Roberts et al., 2014). The
proper leadership style to the appropriate individual may inspire a person to cooperate
and improve productivity.
Conclusion and recommendations
Organisational behaviour is the methodical examination of an organisation's people.
Through this examination, an organisation may better understand its workers' behaviour
patterns and the background that affects their behaviour when working individually and
in groups (Madsen, 2017). Tesco should inspire workers based on the contingency
theory of motivation as employees' perceptions, attitudes, and backgrounds differ.
Tesco's organisational culture is robust. It thinks that a good organisational culture is
critical for fostering a pleasant and friendly work environment where workers may work
tirelessly in the knowledge that fair judgment will be applied. Fair judgment motivates
employees to work harder, develop their creative abilities, become committed and loyal,
and appraise the contribution of others (Roberts et al., 2014). This healthy atmosphere
fosters positive relationships between workers, making it easier to create an efficient
team. Tesco should ensure work-life balance so that employees relieve mental stress,
which is vital for employee performance. A cohesive team improves the organisation's
performance and reputation and polishes individual flaws, and increases their expertise
to function effectively. Through training, an organisation should enable workers to
advance their careers (Madsen, 2017). Tesco has a strong organisational culture and
policies that must be maintained to stay competitive.

23. 23
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