Organisational Behaviour in Modern Workplace Challenges

Introduction

Organisational Behaviour is the field of study of human behaviour and their interactions within an organisation and with other organisations. It is a study which reflects how individuals and groups  in an organisation interact and how this interaction affects an organisation’s performance towards its goals.  It examines how organisations can be structured more effectively and how various organisational structures and processes can be optimised to enhance productivity and employee satisfaction. Key aspects include leadership, communication, group dynamics, decision-making, and organisational culture. Organisational behaviour affects greatly in the working of an organisation. The social and environmental factors affect the way the team and its employees work. Organisational behaviour is generally used to develop strategies to improve employee engagement and motivation. In this report, we will be discussing the emergent organisational culture and its contrast with the earlier organisational culture, the leadership styles adopted by the executive team senior management team, effectiveness of different styles, influential tactics identified in the case study and its effectiveness.

Describe the emergent organisational culture

Emergent organisational culture refers to the culture that develops organically within an organisation over time, as a result of the interactions, behaviours, and values of the employees and leadership (Miao et al., 2020). It is not deliberately designed or enforced by management but evolves naturally based on the collective attitudes, beliefs, and practices of the people within the organisation. This culture is often shaped by the shared experiences, norms, and traditions that develop among the employees as they work together and interact within the organisational environment. Understanding and managing emergent organisational culture is important for leaders and managers, as it can significantly impact employee morale, performance, and overall organisational success. By recognizing and aligning with the positive aspects of the emergent culture, organisations can leverage it to create a more cohesive and productive work environment (Weber et al., 2020). Additionally, addressing any negative aspects of the emergent culture can help in fostering a more positive and conducive organisational climate. Emergent cultures are influenced by the collective contributions of employees at all levels of the organisation. Employees play a significant role in shaping the culture through their behaviours, attitudes, and interactions with one another. A strong emergent culture can foster high levels of employee engagement and satisfaction, as it reflects the shared values and beliefs that resonate with the employees. This can contribute to a positive work environment and a sense of belonging among the workforce (Khaola and Rambe, 2021). It can influence decision-making processes and the overall direction of the organisation. It can impact how decisions are made, the level of employee involvement in decision-making, and the extent to which organisational values are considered in the decision-making process.

Contrast it to the earlier organisational culture

The differences between emergent organisational culture and earlier organisational culture, using examples and case study are:-

Emergent Organisational Culture: Emergent culture often arises naturally from the collective behaviours and interactions of employees within the organisation. It is not formally defined or enforced by the management but evolves over time based on the shared experiences and values of the employees (Martínez-Caro et al., 2020). An example of emergent culture could be when employees of “Beyond” specially Eric and Kevic will organically develop a strong sense of teamwork and collaboration, leading to a culture of mutual support and camaraderie. This could manifest in informal team-building activities, spontaneous knowledge sharing, and a shared sense of responsibility, all of which contribute to the emergent culture of collaboration within the organisation.

Earlier or Established Organisational Culture: In contrast, earlier organisational culture is deliberately cultivated and actively promoted by the leadership to align with the organisation's mission and values. The company's leadership takes intentional steps to define and communicate the organisation's core values and expected behaviours to all employees. In the case study, Eric Kantor, the production manager of “Beyond”, who is known for his efficiency and reliability tended to be an autocratic (Carvalho et al., 2019). He doesn’t listen to his staff quarries and forces them to work overtime on very short notice. In order to achieve the goal, he himself keeps track of overtime and pays overtime allowances to his staff. This is not provided to the employees of other departments. In the same way, Kevin Barta, the marketing manager of “Beyond”, who is known for his marketing expertise, in order to market his products over the competitors aggressively undercuts the price of the products without considering the whole profit and loss of the company (Tran, 2021).

Analyse the leadership styles of the executive team senior management team

The leadership style of the executive team senior management team are “Autocratic” and “Participative or Democratic leadership”. Autocratic leadership is a style of leadership in which the leader makes decisions without the input or participation of others. In this approach, the leader typically has full control over all decision-making and the authority to direct and manage the activities of the group or organisation (Cortellazzo et al., 2019). The autocratic leadership style is characterised by a top-down approach, where the leader retains all power and authority, and subordinates are expected to follow instructions without questioning or providing input.

As in the case study we can see that Eric Kantor, who is the production manager of the “Beyond”, known as perfectionist and regarded as efficient and reliable by his colleagues, is said to be autocratic in nature. He follows the autocratic style of leadership (Singh et al., 2023). He exercises a high level of control and direction over the team members, ensuring that tasks are carried out according to their specific instructions. He provides instructions and feedback without soliciting input from subordinates.

On the other hand, Jack Warner, who is the CEO of “Beyond” follows the participative or democratic leadership style. He tries to involve all employees in the meeting and discuss their weekly plans (Banks et al., 2023). He believes engaging all the employees will make employees more effective and support management decisions. He tries to have a conversation with all the employees of the organisation for better productivity and to know the problems of the employees.

Compare effectiveness of the different styles

Comparison of the effectiveness of several leadership styles:

1. Autocratic Leadership:
   • Effective in situations requiring quick decision-making and clear direction.
   • May lead to decreased employee morale and creativity due to limited employee involvement (Hogg, 2021).
2. Democratic Leadership:
   • Effective in fostering a sense of inclusiveness and employee engagement.
   • Encourages creativity and innovation through open communication and participative decision-making.
   • May lead to slower decision-making processes, especially in time-sensitive situ
3. Laissez-Faire Leadership:
   • Effective in empowering skilled and experienced employees to take ownership of their tasks.
   • Promotes a sense of autonomy and independence among employees.
4. Transformational Leadership:
   • Effective in inspiring and motivating employees to achieve a shared vision.
   • Encourages creativity, innovation, and a sense of purpose among employees.
5. Transactional Leadership:
   • Effective in establishing clear structures and expectations for performance.
   • Provides rewards and recognition based on predetermined goals and performance metrics (Alrowwad et al., 2020).
6. Servant Leadership:
   • Effective in fostering a supportive and nurturing work environment.
   • Prioritises the well-being and development of employees, leading to increased employee satisfaction and loyalty.
   • May require a balance between supporting employees and ensuring that organisational goals are met efficiently.

Identify influence tactics evident in the case study

Influence tactics refer to the methods and strategies that individuals use to persuade others, gain support, and achieve specific objectives within an organization. These tactics are employed in various interpersonal and professional interactions, including negotiations, decision-making processes, and team collaborations (Guzmán et al., 2020). Understanding and utilizing effective influence tactics can help individuals navigate complex organizational dynamics and achieve desired outcomes.

In the case study, Lara Roberts, who is a Chief Financial Officer of “Beyond”, shows a strong maternal side. Many of her team members frequently consulted her on work issues as well as personal problems. She has a strong emotional relationship with the members of the organization (Mugira, 2022). This tactic involves appealing to others' emotions and beliefs to gain their commitment and dedication.

In the same way, Jack Warner, who is the CEO of “Beyond”, believed that major management decisions ought to be made by consensus and that individual senior managers should then be empowered to implement these decisions within their department as they saw fit. He tries to involve all the employees in the weekly meeting. Jack trusted all staff to keep sensitive matters within the company. He believed that if the organization shared information with employees they would be more likely to support management decisions (Gardner et al., 2021). This tactic involves actively involving stakeholders in discussions and considering their perspectives before making a final decision.

Eric Kantor, the company’s Production Manager, who used to pay for overtime to his team members. He used to offer rewards in exchange for cooperation, support, or desired outcomes. This tactic involves establishing a mutually beneficial arrangement or trade-off to incentivize others to act in a certain way or to achieve specific objectives.

Compare the effectiveness of the identified tactics

The effectiveness of different influence tactics:

1. Consultation:Involving others in decision-making processes can foster a sense of ownership and commitment, leading to increased acceptance and support for the final decision. This tactic is effective for building consensus and promoting a collaborative work environment.
2. Inspirational Appeals:Using emotional appeals can be effective in motivating individuals and building a sense of shared purpose and commitment (Samimi et al., 2022). This tactic is particularly useful in situations where individuals are driven by values, beliefs, and a sense of purpose.
3. Collaboration: Fostering a collaborative environment can lead to increased teamwork, trust, and cooperation among team members. This tactic is effective in promoting a culture of shared goals and mutual support within the organization.
4. Exchange:Offering rewards or concessions can be effective in motivating individuals to take specific actions or achieve desired outcomes (Gurr and Drysdale, 2020). This tactic is useful when creating mutually beneficial arrangements that incentivize cooperation and support.
5. Personal Appeals:Leveraging personal connections and relationships can be effective in influencing individuals who are driven by personal loyalties and friendships. This tactic is effective in building trust and rapport based on shared personal connections and experiences.

Explain the forces that affect behaviour in organisations with reference to the theory of OB

Various forces can significantly impact behaviour in organisations.

1. Individual Differences:According to organisational behaviour theory, individuals within an organisation possess unique characteristics, such as personality traits, values, attitudes, and perception, which influence their behaviour. Understanding these individual differences is essential for creating a work environment that caters to the diverse needs and preferences of employees.
2. Motivation: Motivation plays a pivotal role in determining employee behaviour and performance within organisations (Mousa et al., 2020). Organisational behaviour theory emphasises the importance of understanding various motivational theories, such as Maslow's hierarchy of needs, Herzberg's two-factor theory, and expectancy theory, to effectively motivate employees and enhance their productivity and job satisfaction
3. Organisational Culture: Organisational behaviour theory highlights the role of organisational culture in shaping employee behaviour, values, and attitudes. A strong and positive organisational culture fosters employee engagement, innovation, and a sense of belonging, leading to improved organisational effectiveness and performance.
4. Change Management: Forces such as technological advancements, market shifts, and organisational restructuring can impact employee behaviour and organisational dynamics (Tran, 2021). Organisational behaviour theory provides insights into effective change management strategies, including communication, employee involvement, and training, to facilitate smooth transitions and minimise resistance to change within the organisation.

Analyse and resolve contemporary organisational challenges through the application of the theory of OB

Contemporary organisational challenges are:-

1. Employee Well-being and Mental Health: Maintaining employee well-being and addressing mental health issues are crucial challenges faced by organisations. OB theory can provide insights into the factors that influence employee motivation, job satisfaction, and work-life balance (Ibrahim and Daniel, 2019). By applying theories of job design, stress management, and employee engagement, organisations can develop policies and programs that prioritise employee well-being and create a supportive work environment.
2. Change Management and Organisational Resilience: Organisational change and resilience are critical in adapting to the dynamic business environment. OB theory offers frameworks for understanding employee reactions to change, managing resistance, and fostering a culture of resilience. By applying theories of change leadership, organisational culture, and adaptive performance, organisations can effectively manage change, build resilience, and ensure a smooth transition during periods of transformation.
3. Ethical Leadership and Corporate Social Responsibility (CSR): Promoting ethical leadership and implementing CSR initiatives are essential for maintaining organisational reputation and social responsibility. OB theory provides insights into ethical decision-making, moral development, and organisational citizenship behaviour (Nguyen and Malik, 2020). By applying theories of ethical leadership, moral reasoning, and organisational justice, organisations can cultivate a culture of ethical behaviour, promote CSR initiatives, and build trust among stakeholders.

Conclusion

Organisational Behaviour (OB) plays a pivotal role in understanding the complexities of human behaviour within the context of organisations. By delving into the intricacies of individual and group dynamics, leadership styles, communication patterns, and organisational culture, OB provides valuable insights into the functioning of organisations and the behaviours that drive individual and collective performance. Through the application of various theories and frameworks, OB helps organisations enhance employee engagement, foster a positive work environment, and achieve sustainable growth and success.

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