Running head: ORGANISATIONAL BEHAVIOUR

ORGANISATIONAL BEHAVIOUR

Name of the Student

Name of the University

Author Note
ORGANISATIONAL BEHAVIOUR 1

Table of Contents
1. Introduction............................................................................................................................ 2

2. Objective................................................................................................................................ 2

3. Literature Review...................................................................................................................2

4. Organisation behaviour and recommended approach............................................................ 4

4a. Culture.............................................................................................................................. 4

4b. Attitude.............................................................................................................................4

4c. Motivation........................................................................................................................ 4

4d. Team behaviour................................................................................................................5

4e. Leadership........................................................................................................................ 5

4f. Power and Politics............................................................................................................ 5

4g. Organisational structure................................................................................................... 5

4h. Organisational Change..................................................................................................... 6

4i. General opinion.................................................................................................................6

5. Conclusion..............................................................................................................................6

References.................................................................................................................................. 7
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1. Introduction

Organisation behaviour considers the central idea of maintaining an organisation in a

legitimate form. The relation between management and employees and make effective

business advancement through the process is the key objective of that process. Behaviour

depends on the working environment and culture of the organisation.

In this case, Wings Café needs to change some organisational behaviour so that they

ensure their productivity and maintain a good place in competitive market. The collective

cultural change will enhance the business opportunity and maintain a good process of

business understanding for future. Wings Café needs to implement those strategies in

business so that effective business enhancement in national and international market achieved

by the company.

2. Objective

 To determine the possible chances of business enhancement through organisational

behaviour

 To evaluate the leadership approach in business and provide motivation to their

employees through organisational behaviour

 To analysis past experience of different companies to initiate the organisational

behaviour and maintain their structure for the development of business.

3. Literature Review

There are no usual widespread recommendations that can envisage every conduct,

team consequence, or Administrative occurrence. People are characteristically distinctive and

impulsive in some features of their conduct. The organisational purposes are invoked and

ascribed. The connecting ideas and experiences in business based on intellectual curiosity,

basics of business, management capabilities, an alternative choice of degree, obtain a degree

of minimum effort (Thomson and Van Niekerk 2012). The process aligned with quality and

direction and group dynamics are relevant in that case. Economic and market conditions and

industrial inventions make up an organization’s setting, as do centralized, national, and local

legislature and governmental, communal, and social circumstances external to the association

(Hyde, Harris and Boaden 2013). The process initiates changes in business and also makes

some technological and behavioural changes in business. There are different establishment

situations as mentioned by Wood et al. (2012) and that will impact over the future

organisational changes and their improve infrastructure. The development may change the

dimension of business and improve the validity of the business scenario in future.

As comment by Coccia (2014), there are four major aspects of organisational

behaviour like people, structure, technology, and external environment. People are very

important as the internal social system in the organisation is based on the people. Their mind

set, attitude, workplace approach, dynamic nature of the business, group activity, inter-

relation with other employee and administration all these aspects are important for the people

as well as for the organisation. On the other hand, defines the roles of roles and relationship

with employees with the administration. The approach of structure clarifies the objectivity of

business and coordinates the matter for the better for better business enhancement.

Technology delivers economic and physical resources and through machines and tools, the

scale of operation will be different (Hashim and Wok 2014). The last section is the external

environment and the process includes economic, socio-cultural, political, legal, geographical

and technological approaches in the organisation. The degree of influences may be less and

future output will be reached a huge impact.

4. Organisation behaviour and recommended approach

4a. Culture

The culture of the company emphasises on the product-specific rates and products

uniqueness through their special ingredients. The company needs to make diversity in

product and inclusion of different products helps in that process. Handy's four classes of

culture model demonstrate the process in a suitable way (LA 2013). Power, role, task and

person are the four major divisions and all these are related to the engagement of employees

and management. Power relation with management needs to be less so that effective ideas

can come up and enhance the productivity of the organisation. Role play of every employee

needs to be specific so that the work division and completion of work can be measured.

4b. Attitude

The organisation is good for accumulating more than 50 customers and in case of

customer attention is the concern approach for the organisation. They need to train their

employees so the effective behaviour will deliver by them. Employees need to realise the

importance of customer retention (Du Plessis and Barkhuizen 2012). The change in attitude

may enhance the engagement of customer with the administration.

4c. Motivation

The organisation needs to motivate their employees so that link and engagement with

employees will be there. Intrinsic and extrinsic motivation from organisation is needed from

the employees' point of view. Motivated employees will work in an effective way and

productive nature of the company will grow (Coccia and Cadario 2014). Two-factor theory of

Herzberg states the process where employees are very coordinated with the organisation.
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4d. Team behaviour

Team behaviour lead with respect from each other, sharing workload, credit for every

team member and the responsibility or accountability to take the responsibility of the work

pressure need to be the key approach of the organisation. Wings Café needs to construct their

infrastructure to share workload as in peak seasons customers maintenance and take after

them in a huge process, thus employees have to efficient enough to control the situation.

4e. Leadership

Servant leadership is the best way to cater to an organisation. Wings Café wants to

make their field in a competitive market so creating opportunities is important for the

organisation. Servant leadership is a process of listening and communicating with employees

on a regular basis (Kaur 2013). The awareness of this business process is effective and

approach of having effective results are found in this leadership process. Wings Café needs to

take concern views of their employees, power relation will be less in that case and

organisation will be flourished then.

4f. Power and Politics

Power and politics in office are needed to be restricted and the politics need to be used

for the positive enhancement of organisation power. Power relation will be mitigated in that

case and politics will not hamper the inter-relation between employees. The effect will not

come if employees are not in politics, rather they will enjoy the work and productivity will

rise.

4g. Organisational structure

Organisation structure will ensure one chief position of management. Boss or Director

is at the top of the structure. Managers are connected with employee and Director can also

interact with the employees as the structure will be formulated as the circle one. The
ORGANISATIONAL BEHAVIOUR 6

employees can directly go for to the boss. The structure will be impactful in that case, as the

problem-solving actions are impactful and quick in time (Beal III, Stavros and Cole 2013).

4h. Organisational Change

The change in the organisation by taking different actions is quite feasible. The

changes are needed in case of lagging productivity and leaders initiate some strategic changes

for that reason. Changes are not always impacting on positive, sometimes the impact

becomes negative and leaders have to change the strategy immediately for the sake of the

organisation (Chumg et al. 2016). The change in power and politics impacted the situational

process of the organisation but positive power in the organisation helps the entire process.

4i. General opinion

In the case of overall organisational behaviour, effective communication plays a good

role in business. Employees' relation with management and their communication helps them

to understand the effective strategy of the company and their positive increase productivity in

the modern market. Customer service experience needs to develop so that effective steps can

be taken from the organisation’s point of view (Shore and Wright 2015). Communication

effectiveness built the culture and develop the quality of service in that aspect.

5. Conclusion

Therefore it can be concluded that major organisational changes are needed from the

Wings Café's perspective. The change in attitude, leadership, motivational approach, culture,

power and politics, organisational structure and change help in behaviour. The existed

organisational behaviours are lagging in some cases, so the effective changes will be there

and that recommended changes help the organisation in terms of productivity.

References

Beal III, L., Stavros, J.M. and Cole, M.L., 2013. Effect of psychological capital and

resistance to change on organisational citizenship behavior. SA Journal of Industrial

Psychology, 39(2), pp.01-11.

Chumg, H.F., Seaton, J., Cooke, L. and Ding, W.Y., 2016. Factors affecting employees'

knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being

and organisational behaviour. Computers in Human Behavior, 64, pp.432-448.

Coccia, M., 2014. Structure and organisational behaviour of public research institutions under

unstable growth of human resources. International Journal of Services Technology and

Management, 20(4-6), pp.251-266.

Coccia, M. and Cadario, E., 2014. Organisational (un) learning of public research labs in

turbulent context. International Journal of Innovation and Learning, 15(2), pp.115-129.

Du Plessis, Y. and Barkhuizen, N., 2012. Psychological capital, a requisite for organisational

performance in South Africa. South African Journal of Economic and Management

Sciences, 15(1), pp.16-30.

Hashim, J. and Wok, S., 2014. Predictors to employees with disabilities’ organisational

behaviour and involvement in employment. Equality, Diversity and Inclusion: An

International Journal, 33(2), pp.193-209.

Hyde, P., Harris, C. and Boaden, R., 2013. Pro-social organisational behaviour of health care

workers. The International Journal of Human Resource Management, 24(16), pp.3115-3130.

Kaur, A., 2013. Maslow’s need hierarchy theory: Applications and criticisms. Global Journal

of Management and Business Studies, 3(10), pp.1061-1064.

LA, B., 2013. Will prescriptions for cultural change improve the NHS?. Bmj, 346, p.19.
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Shore, C. and Wright, S., 2015. Governing by numbers: audit culture, rankings and the new

world order. Social Anthropology, 23(1), pp.22-28.

Thomson, K. and Van Niekerk, J., 2012. Combating information security apathy by

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Wood, J., Zeffane, R., Fromholtz, M., Wiesner, R., Morrison, R. and Seet, P.S.,

2012. Organisational behaviour: Core concepts and applications. John Wiley & Sons

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