LO1 Analyze the influence of culture, politics and power on the behavior of others in an organizational context LO1 & 2 D1 Critically evaluate the relationship between culture, politics, power and...

ORGANISATIONAL BEHAVIOUR
Table of Contents
Introduction    3
P1: Impact of Culture, Politics and Power over Individual and Team Performance    3
M1: Critical Assessment of Culture, Politics and Power over Individual and Team Performance    3
P2: Assessing Theories and Techniques of Motivation for Achieving Organisational Goals    4
M2: Assessing the Process of Motivating Employees through Motivation Theories and Models    4
D1: Evaluating the Relationship between Power, Politics, culture with Motivators for Organisational Success Providing Justified Recommendations    5
P3: Assessing the Difference between Effective and Ineffective Team    5
M3: Analysis of Team and Group Development Theories for Developing Dynamic Cooperation    5
P4: Application of Concepts and Philosophies of Organisational Behaviours within Organisational Context and Given Situation    6
M4: Assessing Impact of Philosophies of Organisational Behaviours in creating Positive and Negative outcomes    6
D2: Comprehending the Relevance of Team Development Theories in the context of Organisational Behaviour concepts, philosophies, influencing behaviour at Workplace    7
Conclusion    7
References    8
Introduction
At the time of formulating the internals of an organisations the human behavioural factors are not taken into consideration, therefore, there generates a degree of difference between the organisational expectation and organisational behaviour. Organisational behaviour tends to depend on the actions, value abidance and strategic skills of human resource at disposal and therefore, the aspects of culture, politics and power, which are shapers of employee as well as organisational behaviours, are required to be assessed critically. The current assignment aims at showing the impact of culture politics and power on organisational behaviour with the use of significant data from relevant sources of information, so that human resource can be motivated individually and as a team for organisational success, using Tesco as the chosen company.
P1: Impact of Culture, Politics and Power over Individual and Team Performance
Organisational culture refers to the collective form of values, believes, rules and regulations that are expected to be followed by employees of an organisation. As stated by Lee et al. (2019), organisational culture has implied prioritisation of organisational vision and mission, which are based on external market conditions, therefore, an employee having accepted the organisational culture properly would perform better for his or her actions would be aligned with the demands of the organisational working pattern and expectation of the external market. As seen in the case of Tesco, the organisational culture is decentralised and informal, which makes it successfully aligned with market demands.
It is found that Tesco’s politics has been focused on decision-making and therefore, there have been suitable diversions in their marketing plans. As mentioned by Kuo and Tsai (2019), employees perform better, as a member of a team or as an individual, in case the internal politics of the organisation distributes ample power amid the organisational hierarchy. On the other hand, organisational power reflects productive capacity, ability of fluctuation deflection and competitive adaptations, which makes jobs secure. As Tesco has ample power due to its size, reputation and resources, its employees perform better and more confidently.
M1: Critical Assessment of Culture, Politics and Power over Individual and Team Performance
Organisational culture includes traits of the external market that shape organisational vision, mission, potential risk and success factors, therefore, an employee working in accordance to respective culture offer better service, as the culture shields from risk and promotes success in given circumstances, as seen in case of Tesco in UK and in Europe (The Telegraph, 2016). As mentioned by Sambrook and Herrmann (2018), politics within organisations formulates the nature of the rules, regulation, priority, strategy and decisions, which makes the employees work either in a complicated and unsatisfactory manner, or in an efficient productive style, determining the performance level of both solo and team performance. As opined by Collien (2018), as employees feel their jobs are secured, they tend to perform better solo and within teams for they gain confidence. At Tesco, employee layoff chances are less, therefore, existing employees perform with confidence.
P2: Assessing Theories and Techniques of Motivation for Achieving Organisational Goals
It terms of theories of motivation, Maslow’s Hierarchy of Needs theory shows that in order to make employees contribute in organisational goal attaining, the gradually changing need levels must be identified which are arranged in the sequence of – physiological, safety, security, belonging and self-esteem. In...