CMSE11089 Organisational Behaviour

Introduction

The aim of the research is to produce an article that is the result of critical evaluation of the relationship between motivation, politics, culture and power which helps organization and their teams to perform and influence team behaviour. The critical analysis of the relationship between the mentioned elements informs the significance of the organizational behaviour in terms of influencing politics and power on employees’ development and performance by analysing it in positive and negative aspects that provides the difference in terms of governing and business development. According to Appannah and Biggs (2015), the elements of organizational behaviour such as politics and power which needs to stay in balance and move parallel so that they comply individual development and integrates effective workforce motivation and performance management. The purpose of the research is to integrate the research which supports the understanding of organizational behaviour and the way workforce can be motivated to work towards effective integration and participation of all employees.

Underpinning knowledge

Hierarchy, Consumers And Team Development (P1)

The discussion of various motivational theories in relation to politics, employees, organizational culture and power is performed in details.  These theoretical implications can be implemented on the organization of Unilever by performing an evaluation of motivational techniques that are being implemented to develop performance of the employees and the organization. According to Stephan and other researchers (2016), market-based organizations are performing well in terms of positive social changes (PSC) that can be integrated in terms of a framework. This can reflect on strategies such as taking stock and mechanisms which helps in evaluating marketing requirements and strategies. The opportunities that are used by the companies in the market informs of the speed and the nature of transformation among team development in a company where it experiences profit when it comes to consumers. Culture integrates values and mission in a team where all employees follow the same principle in individual and team performance. Power is used in terms of influencing individuals to perform a certain way which either contributes to the betterment of the organization or its loss.

Perception Of Organization Behaviour

According to Evangeline and Ragavan (2016), organizational culture is an important aspect in developing business where financial performance is supported considering managerial responsibilities does include motivating the employees for better performance as well as team development. It is an important requirement of resolving managerial issues by integrating the right work culture which reflects on the mission and the vision of the organization in a supportive light. The reports on organizational development starts from cultural integration, diversity practice and employee engagement which provides conceptual integration to pave ways for workforce and their development. This also helps as an instigator towards organizational values where corporate and business houses integrated employee motivation leading to improved retention as well as increasing healthier competitive advantage.

Maslow’s Need Hierarchy Theory (P2)

According to Einstein, Addams and Roosevelt (2016), Maslow’s hierarchy is another important process that brings together the concept of motivation and personality. The pyramid that is drawn in Maslow’s hierarchy of needs consists of the following factors which requires to be satisfied so that an employee can be satisfied in their job. Self-actualization, belonging/ love, safety, physiological and esteem. In the organizational behaviour aspects, looking after personal and financial aspects, safety, health and wellbeing, friendship and intimacy, potential development, vision of altruism as well as integration of professional atmosphere. This is a structural framework which is important and is being used by a lot of organizations.

Hofstede’s Theory (P2)

The multicultural aspects and needs of an organization in terms of its workforce is practiced in relevance to the effectiveness of arrangements that are made in relation to administrative and institutionalized changes. According to Carvalho and other researchers (2019), Hofstede’s theory of cultural support to employees arises from its own diverse practices of organizational culture and work culture that is culturally diverse. Unilever therefore integrates changes and faced challenges with the integration of the present operational changes with treatment of equality as a single entity to a workforce. Hofstede’s theory informs that success can be integrated in terms of understanding the motivation required in terms of organizational development and it leads to the profitable development for both the employees and the organization.

Network Theory And System Theory (P2)

The network theory integrates the effectiveness of performance management and employee development in the form of network theory that is inclusive of the principle where reciprocation is important in terms of culture influence in the organization. In a workplace, system theory informs integrated development in the environment and it helps the expression of employees and the functioning is developed in terms of following the purpose of organizational behavior and development. The frameworks integrate effective application of cultural and powerful development which integrates organizational context. Performance of the employees are analysed and the influence on the organizational and individual behavior in a positive way.

Mcgregor’s Participation Theory (P2)

The issues that have been faced at the managerial levels has the tendency of getting resolved with the integration of motivation in the workforce and workplace. McGregor’s Theory is one of the popular theories that is there to integrate motivation and leadership in the management issues and they can be resolved at the earliest, both at the workgroup and individual levels (Huhtala and Feldt 2016).

Applied knowledge

Unilever As The Chosen Company For Case Study (P2)

The chosen company for the case study understanding and analysing of the relationship between power, politics and employees are Unilever. When applying the motivational techniques, it can be stated that, enabling the employees of the company leads to further enhancement of the products and the services (Sands et al. 2015). The organizational structure that Unilever has as a product type of divisional factor leading to practicing an organizational culture which is based on performance management. The quality of products, multicultural practices and the financial performance is being improved based om the organizational behavioural theory where effective leadership integrates workgroup level development as well as individual performance. Cultural integration from external and internal aspects support in the development of the company in the future endeavours which reflects the Hofstede’s theory. The theories that are practiced in terms of receiving successful integration of organizational behaviour, multicultural practices and performance management are McGregor’s participation theory and Hofstede theory.

Strategy And Structure

Effective implementation of people and winning them over is by supporting them with motivation and power. The factors accountability, consumer and customer focus, growing mindset, responsibility and building teams and talents helps the organization of Unilever to drive up their performance leadership and its management. The personality of employees includes a lot of elements such as social and health requirements, mental stability as well as physiological satisfaction (Roscoe et al. 2019). These elements are needs that every employee have and those needs to be satisfied in order for them to perform well and effectively.

Employees And Performance Management

The ways to improve job performance must be environmentally friendly and it helps in supporting the deteriorating aspects of situation. The employees’ relate to the work itself, the possibility of growth and responsibility in an organization as the three factors that makes the decision for employees of working in the company and being satisfied. The strategic implementation of leadership and motivation is often used and commonly suggested to organization in terms of the significance given by the employees regarding job satisfaction as well as the intrinsic and the extrinsic factors (Anitha 2016).

Organizational Behaviour And The Theories Of Motivational Theory Impact

The Managerial issues that are faced in the organization can be integrated in situations where lack of communication leads to poor team work as well as pressure to perform often makes the employees face difficulties in performing their roles and responsibilities. Another significant managerial issue reflects performance level of employees that is decreased and performance management is an important aspect of bringing change in the organizational behaviour (Al Saifi 2015). In terms of leadership and motivational management, it is therefore important to resolve management issues so that organizational behaviour is developed in terms of providing motivation to the employees (Lawter, Kopelman and Prottas 2015). The necessary steps that must be integrated in employees regarding their performance leading to engagement of employees towards the development and maintenance of goals of the organizations.

Recommendation

The recommendations to maintain effective organizational behaviour and integrate effective aspects to maintain leadership are as follows:

• The relationships between organization culture, employee motivation, power and politics must be discussed in ways where recommendations are provided to implemented effective motivational theories which enables teams for better development.
• Effective conceptual of the manipulation theories enable an organization and its development by enhancing their effective achievement strategies.
• Unilever has the control extent on revenues and sales volumes leading to business processes and decision making which helps the organization has managerial control over effective and efficient workforce integration to set objectives.

Conclusion

In conclusion, the critical evaluation of the research is discussed and explained in relation to the performance and the team behaviour of individuals in the organization and the significance of employees towards the betterment of the company. The motivational techniques are implemented in such integration on the chosen company of Unilever are accountability, consumer and customer focus, growing mindset, responsibility and building teams and talents. Therefore, the company of Unilever has become successful over the years because of their effective leadership and their support in terms of motivation to the employees. However, when discussing the social entrepreneurship, it can be stated that it is a common practice of hierarchy in organizations leading to representation of conceptual framework enabling the organizational behaviour and practices however, it must be stated that they might not be effective in terms of social responsibility and development.

References

Al Saifi, S.A., 2015. Positioning organisational culture in knowledge management research. Journal of Knowledge Management.

Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s two-factor theory. Life Science Journal, 14(5), pp.12-16.

Anitha, J., 2016. Role of Organisational Culture and Employee Commitment in Employee Retention. ASBM Journal of Management, 9(1).

Appannah, A. and Biggs, S., 2015. Age-friendly organisations: The role of organisational culture and the participation of older workers. Journal of Social Work Practice, 29(1), pp.37-51.

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 Excellence, 30(13-14), pp.1495-1514.

Einstein, A., Addams, J. and Roosevelt, E., 2016. Maslow› s hierarchy of needs.

Evangeline, E.T. and Ragavan, V.G., 2016. Organisational culture and motivation as instigators for employee engagement. Indian Journal of Science and Technology, 9(2), pp.1-4.

Huhtala, M. and Feldt, T., 2016. The path from ethical organisational culture to employee commitment: Mediating roles of value congruence and work engagement. Scandinavian Journal of Work and Organizational Psychology, 1.

Lawter, L., Kopelman, R.E. and Prottas, D.J., 2015. McGregor's theory X/Y and job performance: A multilevel, multi-source analysis. Journal of Managerial Issues, pp.84-101.

Roscoe, S., Subramanian, N., Jabbour, C.J. and Chong, T., 2019. Green human resource management and the enablers of green organisational culture: Enhancing a firm's environmental performance for sustainable development. Business Strategy and the Environment, 28(5), pp.737-749.

Sands, J., Lee, K.H., Rae, K. and Gadenne, D.L., 2015. Associations between organisations’ motivated workforce and environmental performance. Journal of Accounting & Organizational Change.

Stephan, U., Patterson, M., Kelly, C. and Mair, J., 2016. Organizations driving positive social change: A review and an integrative framework of change processes. Journal of Management, 42(5), pp.1250-1281.

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