SUBJECT: ASSIGNMENT ON ORGANIZATION

BEHAVIOUR
Task 1: Critically analyse how an organizations’ culture, politics and
power influence individual and team behaviour performance

In every organization, there are some tactics which is mostly influence the
organizational behaviour. Those are cultures, politics and power.
 Organizational Culture: This is the values, beliefs, attitudes which influences
how individuals in the organization are to behave and do behaves. Different
organizational culture belonged different rules and regulation. However, every
organization follows a unique culture, The running of the organization is done
based on the culture.

In order to prepare this assignment I researched on ADNIC Insurance In Abu

Dhabi and my answers are in accordance with the Context of ADNIC Insurance.

(From Beauregarda, 2017)

Geert Hofstede’s Cultural Dimension:

Every organization follow some various cultural theory before all the
employees come from various culture, they were not motivated appropriately.
That’s why they feel bored to do the same work continuously without
appropriate motivation. ADNIC also follow some different cultural theory to
motivate their employees. Geert Hofstede’s dimension of cultural theory are
six categories.

Power Distance:

The first theory of Geert Hofstede’s dimension of cultural theory is power

distance. This is applied on employees who are not able to express their ideas
and thoughts. The power distance within ADNIC is high which has reflected in
the case. Employees used to group together and have a gap with other groups
and they maintain this distance due to cultural difference and qualifications.
However, now they have change their culture because they faced a huge
turnover rate of employees which caused a huge loss to them, this influenced
the decision to introduce a different culture, where every individual get
opportunities to share their thoughts and ideas
(From Markoulli, 2017).

Indulgence Vs Restraint:

Indulgence Vs Restraint is the second cultural theory of Geert Hofstede’s

dimension, which meters capability to gratify the instant wishes and individual
needs of an organization’s employees. ADNIC also follow this dimension on
their employees to fulfil their instant need. Employees are not satisfied in
working at ADNIC which results in high turnover in the organization. This
dimension has high rating on the workforce due to which the employees are
less likely satisfied with their job. But management have decided to increasing
flexibilities towards working periods to reduce turnover.

(From Beauregarda, 2017)

Long Term Vs Short Term:

The third cultural theory of Geert Hofstede’s dimension is long-term

orientation vs short-term orientation, which defines a culture’s time prospect.
In ADNIC , they follow this cultural method on their employees to achieve their
goals. Short-time orientated cultures are old-style system where takings a
substantial quantity of period to construct associations and long-term cultures
are goal-orientated system, which understands time as linear way.

(From Beauregarda, 2017)

Masculinity Vs Femininity:

The fourth cultural theory of Geert Hofstede’s dimension is masculinity vs

femininity, which measures confidence, spirit, control and greediness of
human relations. In ADNIC , have no gender discrimination, not in previously
or now. They always do priority towards the work of the employees. All the
male and female treats equally over there, they never create any discriminate
issues. Thus, the masculinity vs femininity index is low in ADNIC.

(From Brandon & Seldman, 2004)

Tolerance of Uncertainty:

Tolerance of uncertainty is the fifth cultural theory of Geert Hofstede’s

dimension, which measures the policy with unidentified conditions, sudden
happenings and the pressure of alteration. ADNIC always alert for any kind of
unexpected situations. Therefore, to avoid their sudden uncertainty they
always conduct research with the current market situation which made its
uncertainty tolerance index high.

(From Brandon & Seldman, 2004)

Individualism Vs Collectivism:

The last and final stage of Geert Hofstede’s dimension cultural theory is
individualism vs collectivism, which have no governmental implication and
mentions to the group rather than the individual. For proving the top
customer, service is their main purpose of the organization; they develop their
selves to work as teammate because the result of teamwork always comes
efficient and effective. Collectivism within the workforce of ADNIC is very high
which allows them to group together and perform altogether as a group.

(From Brandon & Seldman, 2004)

Organizational Politics: In an organization, politics are informal and unofficial

which improve the power of the organization and let that organization to
attain the objectives and goals. Political power influence the decision making
process of an organization. Organizational politics has both positive and
negative influence towards the productivity of ADNIC.

(From Grumana and Saks, 2011)

Influence of Politics:
• Politics control access to material in an organization. In ADNIC, the politics
within the groups of people who are culturally embedded, try to influence the
operational actions in accessing the organizational materials.

• It grows the unsuitability of supports in ADNIC as the politics among the

employees let the others to maintain a distance which distorts the supportive
culture in the organization.

Presence of politics in ADNIC allow the employees to divert the decision

making of the management in their beneficial way which is not productive for
organization.

• Politics bring oneself more powerful than the others. In ADNIC, this scenario
has been seen where power is unequally distributed due to political influence.

• It increases a foundation of support in ADNIC which is a positive sign for the

business. The foundation of business gets stronger with this political influence.

Organizational Power: To influence people must be needed power. This affects

the behaviour of the minors, to control the resources of an organization There
is a complete transaction between the agent and the target. Agent uses the
power, whereas, target takes attempt so that they can use the power.

(Grumana and Saks, 2011)

Influence of Power:

 Power can be used in an organization both positively and negatively. In

ADNIC, power is applied for both purposes. Positive influence of power
increases the communication and productivity among the employees
while negative influence often take place due to forcing power against
other in getting benefit.
 To motivate the employees in an organization, managers use power. For
example, in ADNIC the managers apply power to develop flexible
working plan so that employees get motivated and work according to
their ease.
 To dominate others, sometime anyone can use power in ADNIC. This is
the negative influence of ADNIC where the employee or employer
having power try to impose it to others.
  Power strongly helps the management to take proper decisions for
ADNIC.
 Influence of power often lead the business to achieve organizational
objectives. If power is properly applied in ADNIC by the manager to
enhance the productivity, the organizational objectives will easily be
achieved.

Critical analysis how politics and power also influence individual and team
behaviour and performance.

The influence of these factors in both individual and team behaviour and
performance of an organization discussed below:

Influence of Politics:

Most of the time organizational politics are unplanned and unofficial and
effect an organization in many ways. It can rise individual power, and other
stressed purposes. In ADNIC, the politics within the groups of people who are
culturally embedded, try to influence the operational actions in accessing the
organizational materials. Presence of politics in ADNIC allow the employees to
divert the decision making of the management in their beneficial way which is
not productive for organization. Politics in ADNIC is higher due to different
groups of people who are culturally linked. So, cultural background of the
employees is the main concern based on which the politics is developed in the
ADNIC influence their operations.

Organizational politics is the use of dedicated and power to touch the areas
and guidelines of the organization organizational politics is the behaviour of
the members that is self-absorbed. Politics always anxious with attaining or
obtaining power. It ensues lower employee promise, lower job satisfaction and
performance, job anxiety as well as sorrow. Therefore, politics are now a
portion of organizational lifecycle. It increases internal struggle as well as
generates center fight. Therefore, it has so many negative effects for an
organization. They should provide high motivate managers to deliver high
level of response to their employee for reducing politics and increasing
employee confidence and work performing.

(From Levy, 2011)

Influence of Power:

If managers want to grow employees and to do something, they can follow

the power tactics. Power is related with expert and motivational. Power can
inspire in an organization both positively and negatively. In ADNIC the
managers apply power to develop flexible working plan so that employees get
motivated and work according to their ease.

The management has the power to run the organization according to the
company’s objectives. To create a good connection with the employees,
managers can positively activity their power. It supports to return the
company’s output and revenue. In an organization, different types of power
present such as: legitimate power, reward power, expert power, coercive
power, and referent power. All of these powers can be used for an
organization not only for favour but also for bad will.

(From Markoulli, 2017)

Task 2: An evaluation of how content and process theories of motivation
and motivational techniques enable effective achievement of goals in an
organizational context.

An organization achieve their specific target by proper motivation. In business

sector 3 types’ of motivation present such as content theory, process theory
and reinforcement theory.

(From Gladwell, 2017)

Content Theories:

Content theory describes the positive issues of motivation. It is important on

what motivates the individuals. It explains the clarifications of impulses of
human needs as well as time and many psychologists strived to describe these
needs. There are some theories include in content theory such as Maslow’s
hierarchy of needs, McGregor’s Theory X and Y, ERG theory, Herzberg’s
Motivational theory, and McClelland’s theory of needs.

The main advantages of content theory that it can make employees be

positive. Here motivator motivates each employee individually that’s why
employee do their work very easily and correctly. For this theory, employees
are fulfilled their basic needs.

(Hall, 2017)

Though this theory have some advantages, also have some disadvantages in
this theory. If any organization apply this theory in their employees, it can take
huge time to motivate them. Here individually motivate the employees that’s
why expense much time.

Process Theories:

The theory, which contracts with the method of motivation and distinguish
how motivation happens is process theory of motivation. Vroom’s Expectancy
Theory, Equity Theory, Goal Setting Theory, Self-efficiency Theory and
Cognitive Evaluation Theory are the process theory.
 In process theories, some advantages include like this theory gives
clarification about how individual have behaviour energized, aimed at,
continued and stopped. It describes the individual behaviour. It also maximize
the pleasure and minimize the pain.

In process theory, there are also some disadvantages. Every employee don’t
carry same mentality. For this reason same motivation cannot apply on all
employee. Here employee can distress from their personal needs also.
Individually wants to motivate from leader but in an organization follows a
specific motivation style. That’s why every employee cannot be motivated
properly. And it should be taken more time to motivate.

How these two theories are effective to attain of targets in ADNIC are
discussed below-

Sources: (Collingsa and Mellahi, 2017).

Maslow’s Need Hierarchy

Abraham Maslow planned a theory in 1943, which is known as Maslow’s needs

hierarchy. To define the figure of human he used the terms-psychology, safety,
belonging, love, reverence, and self-actualization. Need Hierarchy are
described below-

Sources: (Collingsa and Mellahi, 2017).

Physiological Needs: Physiological needs are the basic need for people. When
anyone feels physical obligation of human is known as physiological needs.
There are some physiological needs like air, water and foods. ADNIC always
provide the basic needs towards their employees.

Safety Needs: Safety needs are also the basic need for people. After
completed the physiological need then safety needs take this place
immediately. ADNIC Centres always provide the safety needs towards their
employees. There are some safety issues, like personal safety, financial safety,
job security, insurance policy security etc.

Social Needs: After fulfilled the safety needs, ADNIC Centres provide the social
needs to their employees. It is a physiological need for people. People need to
love and be precious from others. There are some social needs like as
friendship, intimacy, family etc.
Esteem Needs: Esteem needs are also physiological need for people. After
fulfilled social needs people want esteem needs to feel appreciated. They wish
to be accepted and appreciated from others (Michael, 2005). There are some
esteem needs are recognition, high status, responsibilities etc. which are
provided by ADNIC for their employees.

Self-Actualization: This needs are self-fulfilment need for people. The final
stage of hierarchy needs theory is self-actualization. In this stage people are
highly imaginative and they some sense of humour and they accept
themselves and others for what they are. Here some needs are training,
advancement, growth, creativity etc.

Adams`s Equity Theory

J. Stacy Adams developed the equity theory of motivation which is closely

related with the organizational culture and behaviour of ADNIC. According to
the Equity theory, individuals in the organization are motivated with the
perceived fairness of the opportunities and existence of inequality in
spreading resources (Lewis & Heckman, 2006). Employees used to measure
the input output ratio of their effort and thus identify the relative equality in
different perspectives compared to their co-workers.

In ADNIC, application of this theory might motivate the individuals by

developing the understanding that they will be treating equally by the
organization and negative influence of politics and power will be minimized.
Application of this process theory will be effective for ADNIC.

M2. Critically evaluate how Herzberg’s two-factor theory (content theory) and
Vroom’s Expectancy theory (process theory) were used in ADNIC Centres in
motivating its employees to achieve goals in an organizational context.

Herzberg’s Two-Factor Theory of Motivation:

This theory helps the employees to work too hard and make consistency as
well. This theory also helps to avoid the dissatisfaction of the employees.
Manager also makes sure that all of the employees give their best
performances and doing hard work as well (James & Cohen, 2001). Herzberg
theory provides emphasis on job enrichment to encourage and motivate the
employees. They also focus on the reward process as well, to improve the skill
of employees by maximize the motivation. ADNIC Centres always follow this
theory to identify the skill of their employees also let them know how to utilize
them with proper motivation (Lewis and Heckman, 2006). Herzberg theory
provides emphasis on job enrichment so that employees get motivated and
encouraged as well. They also focus on the reward process as well, to improve
the skill of employees by maximize the motivation. ADNIC always follow this
theory to identify the skill of their employees also let them know how to utilize
them with proper motivation (Lewis and Heckman, 2006). Maximize the
pleasure and minimize the pain is the main purpose of ADNIC now which was
not before. As the performance of employees depends on the skills,
knowledge, personality, abilities, experience and so on, that is why ADNIC
always tried their best to hire employees of these qualities and all these factors
have a link with the level of motivation.

Vroom’s expectancy theory: The main purpose of this theory is to maximize

the pleasure and minimize the pain. The performance of employees depends
on the skills, knowledge, personality, abilities, experience and so on and all
these factors have a link with the level of motivation. This theory helps the
employees to work too hard to get the appropriate result along with that
make consistency as well. To avoid the dissatisfaction of the employees this
theory helps a lot in ADNIC Centres. In ADNIC Centres Manager also makes
sure about all of the employees so that they give their best performances and
doing hard work as well. ADNIC centres always arrange various motivational
theories to enhance the power of individual (Jones, 2013).
Task 3: Explain what makes an effective team as manifested in the case
study as opposed to an ineffective team

In every organization, employees work hard and try to achieve the

organization goals. Some employees work individually and some work as a
team wise. Here no employees can prove themselves as effective. Both
effective and in effective employees present in an organization. Now discuss
about some way to make effective team from ineffective team. There are some
way are discussed below-

 Every successful team in organization start their work to achieve their

targets at any cost. Effective team knows the main task of their
achievement. What is the main task to achieve goals should be known
this question and find the proper answer to the ineffective team and
must be need help from the effective team or the top management of
the organization.
 In every working discussion in effective team must be joined. They can
gather proper knowledge from this discussion about their tasks.
Ineffective team cannot take a decision easily. Basically they carry low
knowledge. That’s why they need an effective team for supporting them.
 They must listen each other. The all team member and top management
must take every decision. That’s why they must need to discuss with
each other. They discussed about every idea after listening from top
management. This can make them an effective team.
 Many time ineffective team don’t take many work. But it cannot make
them effective. Effective team do not have any disagreement about any
topics. Comfortable with each task and avoid all kinds of conflict.
 Must be maintain the leadership of the team. Moreover, team leader
must be strongest and careful about their task and lead all team
members as a friendly and helpfully. If an ineffective team should
maintain their leader decision, they must make an effective team.
Task 4: Apply organizational behaviour concepts and philosophies within
an organizational context and a relevant business situation

Organization Behaviour is based on a few fundamental concepts which revolve

around the nature of people and organizations. In every field of social science
or even physical science, has a philosophical foundation of basic concepts that
guide its development. There are certain philosophical concepts in
organizational behaviour also. The fundamental concepts of organizational
behaviour are;


 Individual Differences.
 Perception.
 A Whole Person.
 Motivated Behaviour.
 The desire for Involvement.
 The value of the Person.
 Human Dignity.
 Organizations are Social System.
 Mutuality of Interest.
 Holistic Concept.

[Source: Armstrong & Taylor, 2014]

Individual Differences
Every individual in the world is different from others. Science supports this
idea. Each person is different from all others, probably in a million ways, just
as each’s DNA profile is different. The idea of the individual difference
comes originally from psychology. From the day of birth, each person is
unique, and personal experiences after birth tend to make people even
more different.

Perception
Peoples’ perceptions are also different when they see an object. Two
people can differently present the same object. And this is occurring for
their experiences. A person always organizes and interprets what he sees
according to his lifetime of experience and accumulated value. Employees
also see work differently for differ in their personalities, needs
demographics factors, past experiences, and social surroundings.

A Whole Person
An employee’s personal life is not detached from his working life. As an
example, A women who attend the office at 9:00 AM is always anxious for
her children’s school time (if her kids can participate in the school or not).
As a result, its impact falls on her concentration that means her working life.
For this reason, we cannot separate it. So the manager should treat an
employee as a whole person.

Motivated Behaviour
An employee has so many needs inside him. So, they want to fulfil those
needs. That’s why; they had to perform well in the organization. Some
motivations are necessary to enrich the quality of work. A path toward
increased need fulfilment is the better way to enhances the quality of work.

Desire for Involvement

Every employee is actively seeking opportunities to work to involve in
decision-making problems. They hunger for the chance to share what they
know and to learn from the experience. So, the organization should provide
them a chance to express their opinions, ideas, and suggestions for the
decision-making problem. A meaningful involvement can bring mutual
benefit to both parties.

Value of the Person

An employee wants to be treated separately from another factor of
production, (land, capital, labor). They refuse to accept the old idea that
they are just treated as economic tools because they are the best creation
of Almighty Allah. For this, reason, they want to be treated with carrying
respect, dignity and other things from their employers and society.

Human Dignity
This concept is very philosophical. Every person needs to be treated with
dignity and respect, whether it’s the CEO of the company or labor.

It confirms that people are to be treated differently from other factors of

production because they are of a higher order in the universe.

it recognizes human dignity because people are of a higher order; they

want to be treated with respect and dignity and should be treated this way.

Organizations are Social System

From sociology, we learn that organizations are social systems;
consequently, activities therein are governed by social laws as well as
psychological laws. Just as people have psychological needs, they also have
social roles and status. Their behaviour is influenced by their group as well
as by their drives. In fact, two types of social systems exist side by side in
organizations. One is a formal system, and the other is the informal social
system.

Mutuality of Interest
Mutual interest is represented by the statement that organizations need
people and people also need organizations. Organizations have a human
purpose. They are formed and maintained by some mutuality of interest
among their participants. People see organizations as a means to help them
reach their goals, while at the same time, organizations need people to help
achieve organizational objectives. If mutuality is lacking, it makes no sense
to try to assemble a group and develop cooperation, because there is no
common base on which to build. Mutual interest provides a super-ordinate
goal that unites the variety of needs that people bring to organizations. The
result is that people are encouraged to attack organizational problems
rather than each other.

Holistic Concept
When the fundamental concepts of OB are placed together, a holistic
concept emerges. This concept interprets people-organization relationships
regarding the whole person, the whole group, whole organization, and the
whole social system. It takes across the board view of people in
organizations to understand as many as possible of the factors that
influence their behaviour. Issues are analysed in terms of the total situation
affecting them rather than in terms of an isolated event or problems.
Task 5: Mechanistic and Organic organizational structures and which
organization structure is better and why?

An organizational structure determines how roles, responsibilities, authority,

activities, and information flow across all organizational levels. Different
companies employ different organizational structures depending on their
strategic goals. Some embrace an organic organizational structure. A
centralized authority and specialized roles characterize a mechanistic
organizational structure. Departments in a mechanistic organization work
independently, with a well-defined chain of command that manages all
operations.

Mechanistic organizations adapt well to slow-changing environments, but

do not adapt well to fast changing environments, like an organic
organization. Accordingly, organic organizations facing slower rates of
change need to balance by becoming more mechanistic, and mechanistic
organizations facing faster rates of change need to balance by becoming
more organic, as follows.

Mechanistic organizations tend to have simple structures and organic

organizations tend to have more complex structures. A functional structure,
that of a small business owner, is relatively simple, where one person tells
their employees what to do.

These types of structures tend to support one product or service type, one
geographic location, and one customer or market type.

As the organization grows it becomes more complex and must change into
a divisional structure to separate the leader/manager role of the owner into
two different roles for two different people, one for leading and one for
managing, using shared resources.

These types of structures tend to support more than one product or service
type, geographic location, or customer type, and therefore choose to form
a product, geographical, or market divisional structure.
As the organization continues to grow and becomes more complex, the
organization grows into a multidivisional structure, which is led by a
corporate office, and each division no longer shares resources.

These types of structures tend to support multiple product and service

types, multiple geographic locations, and multiple customer types.

Simple mechanistic structures have employees occupy one role or job title
with multiple tasks, but complicated structures, like matrix structures, may
find employees in multiple roles performing multiple tasks.

Simple structures tend to be less differentiated than more complicated

structures, as there is less work to be done, and fewer employees available
to fill new roles.

Mechanistic organizations tend to be taller with more layers from top to

bottom, whereas organic organizations tend to be flatter, given an equal
number of employees.

Mechanistic organizations with vertical structures use centralized decision-

making, where decisions and ideas flow from the top to the bottom.
However, as the organization grows past 7 vertical layers, communication
costs soar exponentially, because the large number of decisions that need
to be made exceed the ability of the top to make them, requiring organic
decentralized decision- making, where decisions are made at every level of
the organization. Three to five vertical levels is ideal.

Taller mechanistic organizations with centralized decision-making don't

need to integrate as much as flatter decentralized organizations, as
directions flow down from the top, but organic structures require more
collaboration, and thus more integration.

Mechanistic organizations that operate in slowly changing environments

can afford to develop standardized procedures, whereas a rapidly changing
organic environment may not be able to develop standardized procedures
faster than those procedures need to change.

Mechanistic organizations are inflexible to rapid change, and thus are really
best suited to incremental innovations for incremental adaption, whereas
organic organizations are very flexible or fluid and can readily adapt to slow
and radical change using slow and radical innovation. Incremental changes
increase short-term revenues, and radical innovations increase long-term
revenues, and so organic organizations are more innovative than
mechanistic organizations.
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