Organizational

Behaviour A3

A Case Study on

IKEA Company
Organizational
Behaviour

Presented by
Sakti
 COMPANY PROFILE
THE WONDERFUL EVERYDAY

Vision
Create a better everyday life for
everyone Employees
Org. Structure

231.000 Per 2022 Inter IKEA

Mission Holding B.V.

Offer a wide range of well-designed,

Inter IKEA IKEA of IKEA Supply IKEA Industry
functional home furnishing products at Systems B.V. Sweden AB AG AB

prices so low that as many people as

Retail Stores E Commerce
possible will be able to afford them. 458 Stores Per 2022 50 Stores Per 2022

Organizational Behaviour
IKEA Brand Milestone

1958 Sweden 1974 Japan 2010 Dominican Repu blic 2021 Phil ippines
IKEA Started expanding IKEA Opened it's Biggest
IKEA First Store Opening IKEA First Outlet in ASIA
towards Latin America outlet in Mall of Asia,
Opened
Philippines

1964 Norway 1987 United Kingdom 2018 India 2022 Russia

IKEA First Outlet Abroad After tough Opposition IKEA Opened First Outlet in
IKEA Closed all Operation in Russia as
Opened IKEA UK Opened Hyderabad, India
a result war in Ukraine
IKEA
BRAND JOURNEY
 IKEA Product
Portofolio

Living Room Office Room Outdoor

Furnish Furnish Furnish

Dining Kids Room Home

Room and Toy Essentials
Sustainable
Development Goals
Inter IKEA
Systems B.V.
Employee
Motivation
Employee motivation refers to the
psychological forces that drive
individuals to engage in certain
behaviors and activities in the workplace
(Robbins & Judge, 2017).
Theory of
Motivation
There are several theories of
motivation that attempt to explain
why and how individuals are motivated
in the workplace. Some of the most
widely studied and influential theories
include:
Effective
Organizational
Workforce
An effective organizational workforce is a
group of employees who work efficiently and
effectively together to achieve the
organization's goals and objectives.
A number of characteristics define a
competent workforce, may include:

Maslow's Hierarchy Herzberg's Two Competence Commitment Communication

of Needs Factor Theory

Expectancy Self-Determination
Collaboration Diversity Flexibility
Theory Theory
2. Employees Motivation
& Effective Workforce

Employee motivation and an effective workforce have a strong

correlation. Employees who are motivated are more likely to be
engaged in their work, demonstrate high levels of job performance,
and contribute to the organization's overall success. An ineffective
workforce, on the other hand, can result from low levels of
employee motivation, such as burnout, lack of engagement, and
poor job performance (Forson et al., 2021).

In turn, an effective workforce can also contribute to employee

motivation by fostering a positive work environment that
encourages employee growth and development, provides
opportunities for meaningful work, and recognizes and rewards
employees for their contributions. This creates a positive cycle in
which motivated employees contribute to an effective workforce,
which supports employee motivation even more.
 3. Employee's Issue
For example, if employees feel that their
Low employee morale is defined as a state of discouragement or
Low Employees dissatisfaction among employees, which results in decreased
contributions are not valued, or if they experience
Morale unfair treatment from management, their morale
motivation and engagement in the workplace.
may decline.

For example, employees may lack focus if they are

Lack of employee Lack of employee focus refers to a condition in which employees
faced with a constantly changing work environment,
are unable to concentrate on their work and are easily distracted.
focus have too many distractions, or feel overwhelmed by
their workload
This can happen when employees are unmotivated,
Lack of employee Employee productivity refers to employees' inability to work
burnt out, or are not given the resources they need
efficiently and effectively, resulting in low output.
productivity to do their jobs effectively.

Employees who work long hours in the healthcare or

Working long shifts can lead to physical and mental
Long shift working exhaustion, low morale, and decreased productivity.
Individuals who are difficult to deal with, either because of
Challenging their behavior or their demands, are referred to as challenging
customers customers.
retail industries, for example, may experience high
levels of stress and burnout.
Employees in customer service, for example, may
encounter difficult customers who are angry,
demanding, or rude.

For example, an assembly line worker who performs

Repetitive work refers to work that is monotonous and lacks
Repetitive works variety, leading to boredom and low morale.
the same task repeatedly every day may experience
burnout and reduced productivity.
Motivational 4. Addressing Employee's Issue
Techniques Low Morale
Content theory of motivation suggests that employees are motivated by their basic needs and desires, such
as recognition, achievement, and growth. To address low employee morale, organizations can use practical
motivational techniques such as recognition programs, opportunities for growth and development, and
supportive management practices that create a positive work environment.

process theory of motivation suggests that employees are motivated by the processes involved in
their work, such as the opportunity for autonomy and participation in decision-making. To address
low employee morale, organizations can use practical motivational techniques such as empowering
employees to make decisions and encouraging their participation in the workplace.

Lack of Focus
Content theory suggests that employees are motivated by the outcomes they receive from their work, such as
rewards and recognition. To address a lack of employee focus, organizations can use practical motivational
techniques such as offering performance-based rewards and recognition programs.

Process theory suggests that employees are motivated by the challenges and opportunities
presented by their work. To address a lack of employee focus, organizations can use
practical motivational techniques such as providing challenging work assignments and
opportunities for growth and development.
Motivational 4. Addressing Employee's Issue
Techniques Low Productivity
Content theory suggests that employees are motivated by their basic needs and desires, such as achievement
and recognition. To address low employee productivity, organizations can use practical motivational
techniques such as setting clear goals and performance expectations, providing feedback and recognition,
and offering opportunities for growth and development.

Process theory suggests that employees are motivated by the experiences and challenges presented
by their work. To address low employee productivity, organizations can use practical motivational
techniques such as providing opportunities for learning and growth, challenging work assignments,
and opportunities for collaboration and teamwork.

Creating Effective Workforce

Content theory suggests that employees are motivated by their basic needs and desires, such as
recognition and achievement. To create an effective workforce, organizations can use practical
motivational techniques such as offering opportunities for growth and development, providing
feedback and recognition, and creating a supportive work environment that fosters employee
motivation and engagement.

Process theory suggests that employees are motivated by the processes involved in their
work, such as the opportunity for autonomy and participation in decision-making. To create
an effective workforce, organizations can use practical motivational techniques such as
empowering employees to make decisions, fostering a culture of open communication and
collaboration, and encouraging employee participation in the workplace.
5. Motivational Scenario
Assuming I am an IKEA store manager who values
teamwork and support, as evidenced by my test results, I
would like to recommend the following plans or
strategies:

Emphasize employee
recognition and rewards

Foster open communication

and collaboration

Provide opportunities for

growth and development

Encourage employee
involvement and empowerment
Effective Team
Skills & Dynamics
Effective Team
Skills & Dynamics

During our teambuilding activities, I contributed some ideas on

how we could implement the Teambuilding activities with the
number of participants from our class that we could incorporate.
During the teambuilding activities, the researcher also contributed
firsthand by participating as one of the moderators.
Tuckman Theories
1st
Duri ng the team formati on
Team phase, we were abl e to g et to Duri ng the normi ng pha s e,
Forming know each other and beco me 3rd we l earned more about ea ch
other and deci ded tha t w e
acquai nted wi th the wor k a nd
Norming needed to reach a
project we wi l l be worki ng o n
together. We al so deci ded to consensus on our i dea, s o
i ncl ude a few i deas fo r we chose Stephani e's i dea
possi bl e work opti ons. to i mpl ement.

2nd
Storming
We had several i deas dur i ng
the stormi ng phase, an d each
Ideas
We have worked out qui te w ell i n
the l ast few days before o ur tea m
4th
of us deci ded to forward them bui l di ng acti vi ti es, and w e have Performing
out, though the process too k di vi ded tasks for each of us to
some ti me because each o f us do, such as pri nti ng, p r epar i ng
bel i eves that our i deas ar e the necessary materi al s, and
most sui tabl e. deci di ng who wi l l be t he ma i n
moderator of the acti vi ty.
Tuckman Theories -
Team communcation

Cooperation between teammates

Overall, the researcher believes that the team communicates
and works well together despite the hectic work schedules
and limited timeframes for team building activities.
Communication is also well maintained, as each teammate
contributes to their workload on time and conducts the
activity in an orderly and enjoyable manner.

Cooperation with team leader

because our team decides to share the workload equally and
carry out the activities as equals, much like the company we
chose, IKEA, where all employees are equal. Our only means of
communication with our leaders is with our lecturer, Sir
Munandar, with whom our team is able to communicate
effectively and carry out the activities as directed by Sir
Munandar.
8. Team Effectiveness

Our work divisions are evenly distributed, and we

completed the ppt assignment in a timely manner.
Work
Divisions

Our meeting times are usually conducted during class

sessions or via chat in whatsapp group.
Meeting
Times

Our means of communication are offline

communications during classes or via messaging
applications such as WhatsApp.
Means of
Communications
8. Team Effectiveness

Our teams were able to work more effectively because

we all have complementary personality traits. Geetha
has leadership traits, Stephanie has analyzer and
implementor traits, and the researcher has supportive
traits.

Because of the limited time frame we were given, as well

as other subject assignments that coincided with the
Organizational Behaviour assignment timeframe, trying
to find a great time to work together and communicate
proved to be the most difficult part of this activity.
Self and Personal
Evaluation

Stephanie has to be one of the best teammat es I've

met in this business cla s s s o f ar; her abi li ty t o
quickly adapt and i mplement necess ary cha ng es i nt o
the work is truly amazi ng; s he i s als o the i ni t i at o r i n
the majority of our ti me w o rki ng together. She was
always the one who too k the i ni ti ati ve to cont act Si r
Munandar with quest i o ns o r fo r a dvi ce. Over all, I had
a great time worki ng wi th Stepha ni e.
Stephanie
Audrey
Self and Personal
Evaluation

Although we don' t have a des i gnated team l eader ,

geetha's abi li ty to lead a tea m can be seen i n ho w
she manages to keep the tea m to gether w hi le als o
following us up with our w o rk progres s and als o
setting a speci fic ti me bo und to o ur w o rk. Over all, I
had a great ti me worki ng w i th Geetha.

Geetha Kaia
Self and Personal
Evaluation

Although our proj ect w as a huge succes s , th er e ar e a

few things that I could lo o k ba ck o n a nd ref lect o n,
and one of them i s my co mmuni cati on ski lls. I've
learned a lot about worki ng w i th teammates who have
different work preferences and styles tha n me. I
hoped that by learni ng thi s les s o n, I wo uld be able t o
improve my communi ca ti on w i th teammates and
create a producti ve w o rk envi ro nment f o r my
teammates.
Sakti (Myself)
 2. Seek feedback from others:
Recommendations
Ask for feedback from colleagues, supervisors, and
and Insights team members. This will provide valuable insights
into our contributions to the team and areas where
we can improve.

1. Reflect strengths and weaknesses: 3. Be open to new ideas and approaches:

Start by identifying Our strengths and areas for Stay open-minded and willing to consider new ideas
improvement. This will help us to focus our efforts on and approaches. This will help us to continuously
developing skills that are most critical for effective improve and bring new and innovative solutions to
teamwork and align with your strengths. the team.
 List of References

Forson, J.A., Ofosu-Dwamena, E., Opoku, R.A. and Adjavon, S.E. (2021). Employee motivation and job performance:
a study of basic school teachers in Ghana. Future Business Journal, [online] 7(1). doi:10.1186/s43093-021-00077-6.

Inter IKEA Group (2022). Our business in brief. [online] www.inter.ikea.com. Available at:
https://www.inter.ikea.com/en/this-is-inter-ikea-group/our-business-in-brief [Accessed 25 Jan. 2023].

IvyPanda (2022). IKEA’s Structure and Control System Analysis - 630 Words | Case Study Example. [online] Ivy
Panda. Available at: https://ivypanda.com/essays/ikea/ [Accessed 25 Jan. 2023].

Robbins and Judge (2017). Summary of Organizational Behavior (Robbins & Judge) | WorldSupporter Summaries and
Study Notes. [online] Worldsupporter.org. Available at: https://www.worldsupporter.org/en/chapter/39178-
summary-organizational-behavior-robbins-judge [Accessed 1 Feb. 2023].

Statista (2023). Number of employees of the IKEA Group worldwide 2019 | Statista. [online] Statista. Available at:
https://www.statista.com/statistics/241825/number-of-employees-of-the-ikea-group-worldwide-by-function/
[Accessed 25 Jan. 2023].
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