QUALIFICATION UNIT NUMBER AND TITLE

PEARSON BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF) 12. ORGANISATIONAL BEHAVIOUR (LEVEL 5)

STUDENT NAME ASSESSOR NAME

TOHFA OBAID KHAN SHERAZ BASHARAT

DATE ISSUED COMPLETION DATE SUBMITTED ON

MONDAY, 17TH AUGUST 2020 MONDAY, 7TH DECEMBER 2020 WEDNESDAY, 6TH MAY 2021

ASSESSMENT CRITERIA TASK NUMBER EVIDENCE PAGE NUMBER

PASS 1 TASK 1
PASS 2 TASK 1
PASS 3 TASK 1
PASS 4 TASK 2
MERIT 1 TASK 1
MERIT 2 TASK 1
MERIT 3 TASK 1
MERIT 4 TASK 2
DISTINCTION 1 TASK 1, TASK 2
DISTINCTION 2 TASK 1, TASK 2

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STUDENT SIGNATURE: DATE:

TASK 01: ANALYSE THE INFLUENCE OF CULTURE, POLITICS AND POWER ON THE
BEHAVIOUR OF
OTHERS IN AN ORGANISATIONAL CONTEXT
 INTRODUCTION TO ORGANIZATION
HONDA
Honda Motor Company Ltd. Founded in 1959 is a Japanese
Multinational Public corporation primarily known for the
manufacturing of automobiles such as cars, bikes and other
power equipment. Aside from their automobile and
motorcycle businesses, Honda also manufactures garden
equipment, marine engines, personal watercraft and power
generators, and other products. Honda manufactures about
14 Million internal combustion engine every year.

According to research, Honda was ranked the second-largest

Japanese automobile manufacturer in 2001 and was the
eighth largest automobile manufacturer in the world in 2015.
It was founded in 1948 by Soichiro Honda with the mission of:

“We have consistently chosen a most difficult path filled with hardships. We must possess the will to
challenge difficulties and the wisdom to create new values without being bound by established
standards. We do not wish to imitate others."
(Honda Motor Company: Our History | Honda, 2020)

CHARLES HANDY’S FOUR TYPES OF CULTURE

POWER CULTURE: In power culture, only one or a group of 2-3 individuals have all the power.
What happens in the organization is decided by them. They decide al the rules and regulations for the
business and the employees working there are credited according to their performance regardless of their
activeness. Only those who held the power decides the future and path of the organization, they decide
future goals, projects and all the future activities. Power culture is mainly seen in very small business or a
branch or part of large business. Example, owner of the bakery has all the power and bakery is run
according to his decisions.

ROLE CULTURE: The Role Culture of Charles Handy’ is a highly defined hierarchical bureaucracy
structure in which people have clear delegated authorities. Power in role culture comes with the position of
person in the organization. The organization is tall detailed Employees in role culture organization are
highly responsible and know what they ae doing which makes role culture a highly controlled organization.
Decision making power in role organization is highly slow and as a consequence the organization is very less
likely to take risks.

TASK CULTURE: Task culture of Charles Handy describes an organization which consists of teams
formed for addressing a particular problem. Power in Task organization derives from individuals in the team
and depends upon the mix of status of the individuals in the team and the status of project or problem
concerned. Task culture is usually found in entrepreneurial organizations where with the right mix of
leaderships, skills and personalities it can become highly effective and incredible. Bureaucracy is rarely
found in Task culture organization with the result that the decision making is highly swift.

PERSON CULTURE: In organizations with person cultures, people considerably see themselves as
distinctive and superior to the organization. The organization simply exists in order for people to operate. In
fact, an organization with a personal culture is just a group of people who work for the same organization.
Power is held by each group of individuals.

Which Handy’s culture is adapted in Honda?

In Honda, task culture is adapted as in Honda company, teams are created with different skills and working
ways. There are no specified powers assigned to specific individual and also no individual is given specific
task. The whole team is assigned a task with specific time in which the team has to complete the task. The
members of team are provided comfortable environment to work in comfortably.

HOFSTEDES CULTURAL DIMENSIONS

Hofstede’s Six Dimension of Culture are;
 Power Distance Index (high versus low).
 Individualism Versus Collectivism.
 Masculinity Versus Femininity.
 Uncertainty Avoidance Index (high versus low).
 Long- Versus Short-Term Orientation.
 Indulgence Versus Restraint.

Powe Distance Index (high versus low)

Power Distance Index refers to the degree of inequality of power distribution among people and is
accepted by people with power and also accepted by people without power. Power Distance Index (PDI)
can either be high or low. High PDI refers to a society where power is hierarchically unequally distributed
among people and where people know their status in the society whereas Low PDI refers to a society
where power is widely dispersed and shared and where members do not accept unequal distribution of
powers or a hierarchical power distribution.
In High PDI, organization is highly centralized and there is a complex hierarchical structure. There occurs a
large compensation differences among members and huge differences among respect and authority.
In Low PDI, organization is highly flattered and employees and supervisors enjoy almost an equal status.

2. Individualism Versus Collectivism (IDV)

Individualism Versus Collectivism (IDV) refers to strength of the links which people have with other people
within their community.
The High side, Individualism, refers to a loosely-knit social framework where people are responsible to take
care of themselves and their immediate family members only. There is a respect for privacy and high value
is placed on people’s time and freedom.
The Low side, in opposite, Collectivism, refers to tightly-knit society where people are people expected to
be loyal to the group to which they belong and in return their interests will be protected by the group.
People work for intrinsic interests and there is a strong emphasis on building skills and becoming master
those skills.

3. Masculinity versus Femineity (MAS)

This refers to roles distribution in society based on gender differences. In High MAS, The Masculine society,
the society is more competitive and there is less overlapping between men and women roles. Men are
expected to act and behave confidently. Feeling of pride, strong egos and importance is attributed to the
status in society. Importance is placed on money and achievements are important.
In Low MAS, The Feminine society, there is huge overlapping between men and women rules in society.
Importance is gives to good relationships and there is a strong focus on quality life.

4. Uncertainty Avoidance Index (UAI)

Uncertainty Avoidance Index refers to the degree to which society gets anxious when there comes some
uncertainty. In society with High UAI, people may refer to “manana” means to put their fate “in the hands
of God”. In such a society, people try to control and predict their lives as much as possible. They may be
tempted to stop trying if they find that they can’t control their lives. Such societies possess strong and rigid
codes of belief and behavior. In societies with Low UAI, people maintain a more relaxed and open. People
are less urge to question and they are generally inclusive.

5. Long- Versus Short-Term Orientation

Originally known as Pragmatic Versus Normative, this dimension refers to what time horizon people play in
the society. In a Long-Term Orientation society, people are more focused on the future. People wonder
how to know that what is true. Countries with long term orientation, education is seen as a positive value
and these countries are more modest, thrifty and pragmatic. In Short-Term Orientation, people consider
their past and present more valuable that the future. Traditions, cultures are more valued and rights are
emphasized.

6. Indulgence versus Restraint (IVR)

Discovered together with Michael Miknov, Hofstede’s Sixth Dimension i.e. Indulgence and Restraint, is
relatively new and very little information is available on it. In an Indulge Society, the High side of this
dimension, society allow relatively free gratification of people’s desires and emotions and focuses on
personal happiness. A society with high IVR gives huge importance to freedom of speech. Whereas, a
society with Low IVR is more pessimistic, highly controlled and has a rigid behavior. Restraint society refers
to a society that suppresses gratification and personal freedom.
Which of Hofstede’s Cultural Dimensions are followed in Honda?
In Honda, Masculine culture is high, there are more male employees working in the organization as
compared to female and also the making and manufacturing department is for men because female cannot
do manufacturing things. Honda is long-and-short oriented both. This is such that, the organization assigns
short-term tasks to their teams to be accomplished to get a good revenue after the launch of the final
product in market, so revenue generation for them is long-term orientation. Restraint culture is adapted in
Honda as the employees cannot do anything on themselves, they do not have the power to accomplish a
task created by their own, or to make any changes according to their choice to the assigned task. They have
to follow the rules created by the CEO so indulgence culture is low and restraint is high.

TYPES OF ORGANIZATIONAL CULTURES

POWER CULTURE FRENCH AND RAVEN POWER THEORY

POWER:
Power id the ability of any person through which they can make the other person (employee/group
member) to perform organizational activities and to change their attitudes towards their duties regardless if
they do not want to. The person holding power can make individuals or groups to work properly without
changing themselves.

There are two types of power;

1. Positional Power
2. Personal Power

1. PERSONAL POWER
Instead of trying to manipulate or command others, personal power is all about the mindset of
an individual. Self-mastery is its primary objective: integrity, purpose, meaningful personal (human) values,
and service.
It further has types;

* EXPERT POWER
This is the power one has when they are superior over the other a specific way or activity. It is the
power of superior knowledge and skills. For instance, if one employee in an organization can have strong
knowledge or better skills of completing the provided tasks in lesser time then he can definitely get faster
promotion then the other employees.

* REFERENT POWER
form of a reference gained by a leader having strong interpersonal relationship skills is called referent
power. As a part of personal power, reference power becomes especially important as organizational
leadership increases regarding collaboration and influence, rather than command and control.

2. POSITION POWER
Positional control is the power one holds in the structure and hierarchy in an organization according to
their position.
* REWARD POWER
A person who gives rewards to the other people on their good performance is having reward power as
he has the ability to look after the reward system and is giving value to other’s work and performance.

* COERCIVE POWER
Coercive power is totally opposite to reward power. It is simply having the power of imposing
something on someone, to force them do something against to their wish. It is the ability to inflict
punishment. It is basically physical harm and threats.

* LEGITIMATE POWER
It is having the power to introduce rules and regulations and to predict routes for the organization or
anything which the person is having a power of. It is having the access to resources, knowledge, technical
skills and many more. The person can also punish the staff/kids if they have not fulfilled the tasks given.

In Honda, Position power is adapted as the CEO of organization has the whole power. The CEO of the
organization is the one who rewards and values the team’s or individual’s performance and give them
bonuses and promotions and extra amount of money with their salaries to motivate the staff and make
them give more input to their job. In Honda, legitimate power is used by the CEO and introduces new rules
and regulations for the organization and make the staff to follow the rules and work accordingly. Coercive
power is the main key to make the staff work on time so the CEO of the organization uses his full power to
make the employees work properly, and for this purpose, If the CEO rewards and values the employee’s
performance than also the CEO punishes employees who shows laziness and do not complete and submit
their tasks on time. If the sales target is not achieved and the company has to face any kind of loss due to
any of the staff member, then they do have total power to fire that employee to make that employee
warning sign for the others. Positional power is important in bigger organizations so that the organization
runs smoothly without any obstacle in achieving the goals revenue generation.
Other than that, in the RND department of Honda, expert power is used as in the RND department, teams
are created to for research projects. In those teams, the one who has more expert in the research and
generates more valuable information is followed up by the team.

POLITICAL CULTURE MICHEAL JARRETT POLITICAL THEORY

Inside an organization, Jarrett explains modeling the political terrain. Four metaphoric realms are
included in the chart he created: the weeds, the rocks, the high land, and the forests. He uses this
to explain how to manage each domain effectively.
The Weeds

In Jarrett’s words:
‘In this quadrant, personal influence and informal networks rule. I
call it “the weeds” because it’s a dynamic that grows naturally,
without any maintenance’.

That might be a positive thing. To promote the desired reform, an informal alliance may be formed.
If the 'weeds' are left unchecked, they will form a thick mat where nothing else can develop. They may be a
cause of opposition to reform and encourage their friends and superiors to do the same.

Tactics: Managing weeds needs to consider the informal networks that are at stake.   If the weeds support
a transformation, we will exploit this and build a network of champions of reform. To become successful
transformation leaders, we should further empower them with the necessary resources, expertise and
skills.
An effective change champion of transformation will help others transform to change. They will help
navigate the potential confusion and complexity that transition brings. They can be a real asset in the
incorporation and maintenance of transition within the organization.
We need to incorporate opposition control techniques if the weeds are not tolerant of the transition and
are fighting it.
We need to consider the frame of reference of the individual. That is, to filter expectations and build
context, the collection of assumptions and behaviors we all use. The context will contain views, interests
and principles that can bias our knowledge and judgement.
Determine and accept the cause of opposition. Empathy is key. Resistance can only be handled while we
know where it is.

The Rocks

Jarrett describes the rocks as:

‘Power in the ‘rocks’ rests on individual interactions and formal (or ’hard’) sources of authority such as
title, role, expertise, or access to resources. It might also include political capital that arises from
membership of or strong ties to a high-status group such as the finance committee, a special task force, or
the senior management team.’
Rocks also symbolize a stabilizing base that in times of
crisis holds an organization steady. In the other hand,
'a strategy will ruin the sharp edges of hard force.'
Utilize this support if you have channels of authority
that support your change, similar to what you did
with the weeds. Supportive rocks will build amazing
sponsors for your campaign for progress.
with negative rock, you ought to use rational logic or
appeal to their interests.

When opposition is coming from someone in a position of authority, negotiation and compromise could be
a tactic. Jesse Jacoby proposes in 'Strategies to Manage Opposition to Change':
‘This can be done by allowing change resistors to veto elements of change that are threatening, or change
resistors can be offered incentives to go elsewhere in the company in order to avoid having to experience
the change effort’.

To join in the reform movement, you might invite the pessimistic rocks. They are more likely to buy-in to it
when someone is interested in the change campaign, rather than resisting it.

High Ground
Formal authority and hierarchical processes, including
rules, frameworks, regulations, protocols and
instructions, are combined on the high ground.
These laws allow for a review against the concepts of
entities in a certain position of influence. For the rocks,
they are the rails.
However, in the interests of the bureaucrats themselves,
this bureaucracy can be used to quash proposals and
creativity for change.
Organizations that are an issue on the high ground
appear to be risk-adverse. In this case, a strategy will be to emphasis the danger of not improving instead of
the advantages of changing.
This is where, in the first of his 8-Step method for leading progress, we will use some of the strategies
Kotter gives to build a sense of urgency.
We can carry the outside in, for instance. "A philosophy of "we know best" decreases urgency. Complacency
increases as individuals do not see external openings or risks.
The Woods
In the final domain, Jarrett describes the woods as:
‘In addition to their formal processes and guidelines,
organisations also have implicit norms, hidden
assumptions and unspoken routines – and that’s where
we get into ‘the woods’. The woods can provide cover and
safety for people in your organisation; or they can be a
bewildering place where good ideas and necessary
changes get lost. Thus, here it is important to understand
the woods from the trees as you can miss the former if you
focus on the symptoms rather than the hidden barriers to
strategy execution’.

The surface of the unspoken and invisible world of behaviours and activities is all about navigating this
domain. It's about making clear what is tacit.
From OCM perspective, the strategies here include asking questions, seeking input and, to put unconscious
routines and habits to the surface.
Identify, by the tacit guidelines, the laws that are imposed on individuals.
Once the tacit biases are uncovered, ask persons to question whether they are obstructing or supporting
the organization.

Summary
We can all use Jarrett's corporate decision mapping to consider how we require each domain to be
navigated. Politics, in reality, is yet another form of influence, whether positive or negative. Our job is to
exploit the former and put policies in order to deal with the latter.

In Honda, rock strategy is adapted as if in the team work, there is any opposition Is coming from the other
member, or for the whole team, they are advised to simply leave that topic, and compensate rather than to
change the team or the whole idea. Rocks are known to be the strategies made and adapted by the
organization in the time of crisis and these strategies and changes helps the organization to stand against
such crisis. Sometimes, it needs to change the steps to be followed as a whole, or just to follow new path to
reach the same destination.

MOTIVATION
Variables that encourage people to constantly be interested and committed to a job, role or subject, or to
make an effort to achieve a goal, stimulate desire and energy.
Types of Motivation;
1. Intrinsic Motivation.
2. Extrinsic Motivation.

Intrinsic Motivation
Intrinsic motivation implies that the motivating factors of an individual are from within. A person
wishes to complete a task because it is in accordance to their belief system. For example, we all
want to be unique and to feel unique.
Extrinsic Motivation
Extrinsic motivation means that the motivating factors of an individual arise from outside. Our desire to
perform a mission, in other words, are regulated by an outside source. Notice that the outcome of
performing the task would still be satisfying for the person performing the task, even if the stimuli come
from outside.
Extrinsic motivation in essence is external. Money is the most well-known and most discussed motivation.
For example, bonuses, employee of the month award.

MOTIVATIONAL THEORIES

Maslow’s Motivation Theory:

Maslow who was known to be the father of Humanist Psychology based his theory on the idea that
individuals work to satisfy human needs such as food and complex psychological needs such as self-esteem.

Maslow’s Hierarchy of Needs:

Physiological needs:
Physiological needs are the basic physical requirements human needs for his survival. If these requirements
are not fulfilled then human body functions can be highly affected. Physiological needs are thought to be
the most basic and important; they should be met first.
Air, water, and food are similar requirements for survival in all animals, including humans. Shelter and
clothing provide protection from the environment, both physically and psychologically.
Safety Needs:
Safety and Security needs include:

* Personal security
* Financial security
* Health and well-being
When the physical needs are satisfied, the individual's safety needs take arousal and dominant behavior. In
the absence of physical safety – due to war, natural disaster, violence, childhood, etc. – people may
experience psychological disorders and their personal and professional lives will highly be affected. In the
absence of economic safety – due to economic crisis and lack of work opportunities – these safety needs
manifest themselves in ways such as a preference for job security, grievance procedures for protecting the
individual from unilateral authority, savings accounts, insurance policies, reasonable disability
accommodations, etc. This level is more likely to be found in children because they generally have a greater
need to feel safe.

Love and Belongings

Third level of human needs is interpersonal and involves feelings of belongingness. According to Maslow,
humans need to feel a sense of belonging and acceptance among their social groups, regardless if these
groups are large or small. For example, some large social groups may include clubs, co-workers, religious
groups, professional organizations, sports teams, and gangs. Some examples of small social connections
include family members, intimate partners, mentors, colleagues, and confidants. Many people become
sensitive to loneliness, social anxiety, and clinical in the absence of this love or belonging element. This
need for belonging may overcome the physiological and security needs, depending on the strength of the
peer pressure.

Esteem Needs
The need for respect includes need for self-respect and self-esteem. Self-esteem represents the typical
human desire to be accepted and valued by the people around him. Sometimes people engage in a
profession or a job to gain recognition. By doing such activities the person gets the sense of value and
contribution. Low self-esteem will create imbalance in the person during his level in hierarchy. People with
low self-esteem seek to be respected but this fame or respect will not help them until they accept what
they are in real. Psychological instability such as depression will lead to the person unable to achieve a high
level of self-respect or self-esteem.

Self-actualization
Where a person recognizes where he stands, his potential and his strength. He knows what he is doing and
what he has to do. To understand this term the person must have his previous needs fulfilled.
In Honda, the most fascinating thing is that the CEO has purely adapted Maslow’s theory of motivation as
human works to fulfil the human needs. According to this it is understandable that every person working
somewhere works to fulfil first the basic needs and after that they steps up to fulfil further stages of desires
and dreams to a point of self-actualization. In Honda, the employees are paid well so at the initial stage
they can fulfil their basic needs such as food, cloth, roof etc. and they give their employees promotion. They
provide them security in office and in their home (if the employee is living in company’s place. Employees
are given holidays so that they can visit their loved ones and can spend time with them. Despite of that,
their ideas and are given values and in return they are awarded with bonuses and many more.

Herzberg’s Two Factor Theory

Herzberg Motivation Theory or Duel Structure Theory or Herzberg Motivation Theory is a theory developed
by a French psychologist Fredrick Herzberg, states there are certain factors in a workplace which can
motivate the employees to do their work efficiently and cordially. These factors are:
Motivating factors; which motivate the employees at the workplace to do their jobs efficiently. The
presence of motivators makes the workplace much more comfortable and employees work harder.
Motivating factors are itself present in the job.

Hygiene factors; although not present in the job itself, motivates the employees to work harder and
their absence will cause them to work less hard. Hygiene factors are not present in the job itself but
surround the job which makes the workplace more comfortable.

Examples of Motivating Factors and Hygiene Factors are:

Motivators are:
* Achievements
* Advancements
* Growth
* Recognition etc

Hygiene Factors are:

* Work Conditions
* Security
* Salary
* Remuneration

In Honda, keeping in mind the fact, that everyone needs some motivation to perform their tasks with
zeal, motivating factors can be seen in the organization to make the employees work harder. First of all.
The organization or the offices where the workers sit is kept clean and hygiene is look after carefully so
that there Is no existence of any disease that can make any employee unhealthy and ill. And also, every
employee is comfortable in such environment. Other than hygienic factors, motivational factors are also
present which boosts the staff and they work effectively. Motivating factors such as bonuses,
promotions, increase in salaries are set on the accomplishment of each level of tasks and for the lower
employees, those employees who have achieved such goals and achievements are greater source of
motivation. In this way, the organization works smoothly.

Alderfer's theory:
Clayton P. Alderfer's ERG theory Summarizes Maslow’s five needs to three
categories: Existence, Relatedness and Growth.
People are motivated to act so as to achieve individual satisfaction and that satisfaction depends on
meeting these 3 needs:

Existence: It covers Maslow's first two levels so it Includes material and physiological desires (e.g.,
food, water, air, clothing, safety, physical love and affection).
Relatedness: This includes social and external esteem; the desire of managing important relations such
as family, co-workers and employers.
Growth: It covers Maslow's fourth and fifth levels (to work on to become the ideal individual). Internal
esteem and self-actualization; this motivates a person to do productive and creative effects on the
environment and himself.

In Honda, the employees and the whole staff is warmly welcomed and treated like a family. the CEO
looks after the needs of each employee and pay them well so that they can fulfil their needs and can
work with happy mood and fresh minds. The employees are given full protection and security both in
the organization and after working hours to the employees who are old in the organization and achieved
goals and promotion, and lives in the residence provided by the company. Honda provides a platform for
the employees where they can make their name, career and their individual personality.

Vroom’s Expectancy Theory

Vroom expectation theory states that results formed from conscious choices between alternatives
whose goal is to maximize enjoyment and minimize pain. Vroom realized that performance of an
employee depends on several factors such as personality, skills, experience, knowledge and abilities.
Effort, performance and motivation are linked with the motivation of a person. He uses the variables
Expectancy, Instrumentality and Valence to account for this.
Expectancy: It is basically the concept doing more effort for increased performance. i.e., If i will work hard
then this will be better. This is affected by several factors such as;
* Availability of right resources (e.g. raw materials, time)
* Having right skills to fulfil the task.
* Proper support should be available to complete the job perfectly (supervisor support).

Instrumentality:
Instrumentality is the assumption that a valuable result will be achieved if you perform well. The extent to
which the outcome predicted for the first level leads to the outcome of the second level.
i.e., if I do a good job, there is something good in it for me.
This is affected by several factors such as;

* Understanding the link between performance and outcomes – e.g. the rules of the
reward 'game'.
* Trust in the individuals who decide who gets the results.
* Clarity of the system that specifies who gets what result.

Valence:
It is the value that the person puts on the predicted result. In order for the value to be positive, the person
must choose not to obtain the result. For starters, if someone is solely driven by money, he or she may not
appreciate extra time offers.
The three elements are important behind choosing one element over another because they are clearly
defined:
effort-performance expectancy (E>P expectancy) and performance-outcome expectancy (P>O
expectancy).
E>P expectancy: our assessment of the probability that our efforts will lead to the required
performance level.
P>O expectancy: our assessment of the probability that our successful performance will lead to
certain outcomes.

Employees working in Honda, and the CEO both expects from each other and individually as well.
This is in a way that the employees expect that If they would work hard then they will get better
rewards from the senior or the owner and the CEO’s thinking is that if they would reward their
employees then they will be motivated and would work hard. Thus, expectancy is high. Thus, for the
better results the employees hired in Honda has expert skills and expertise in their work and
resources are available for them which they need to accomplish their jobs.

Adams Theory:
In 1963 The Adams Equity Theory was developed by the American psychologist John Stacey Adams. It is
concerned about the balance between the effort an employee puts (input), and in return the result they
receive (output), comparing to the outputs of other as well. Fair treatment arouse motivation.
Adam’s theory states that employees compares their input-output ratio (the efforts they put in and what
they receive) in their job to the input-output ratio of other employees.
This theory elaborates;
Inputs: Inputs are all the diverse elements that the employee contributes to the job. For example, their
education, skills, experience, effort, loyalty, commitment etc.

Outputs: Outcomes are the rewards or values they are given in return of their input (they effort they putted
in). Employers outcomes includes bonus, fringe benefit, social rewards and psychological, job security.

In Honda, the input they give and the output they get at the expected time is compared with the expected or
the predicted results, and then their performance is compared with their competitors to know where they
stand in the market and where their competitors stands. This is done to know If there is any need to enhance
the performance and adaptation of new strategies and marketing techniques to maintain their market share
and growth.

LATHAM AND LOCKE GOAL SETTING THEORY

Goal setting makes a huge impact on the work of employees in workplaces. Latham and Locke studied how
goal setting effect the working of employees.

Locke published his article relating to the effect of goal setting in workplaces and after few years, another
researcher Dr Gary Latham also did research on the impact of goal setting and his results were strikingly
same as Locke the results of Locke and found and strong link between workplace performance and goal
setting.
Locke and Latham, then, published their book “A Theory of Goal Setting and Task Performance” in which
they emphasized the need to set specific and harder goals that are difficult to achieve and pointed out five
importance of goal setting. These are;

• Clarity
• Challenge
• Commitment
• Feedback
• Task Complexity

1. Clarity: Goals set clearly are measurable and specific. They are unambiguous with a definite
set time for completion. Employees know that what behaviors will earn them reward.

2. Challenge: A challenging goal is harder to accomplish than an easy goal and the reward
for accomplishing a harder goal is far more than accomplishing an easy goal. When
the employees know that what they are doing will be rewarded than they work harder
to achieve that goal and there is a natural motivation to accomplish that goal.

3. Commitment: Commitments and engagements to others can naturally motivate the

employees to accomplish that goal. If the employees found themselves that they were part
of creating that goal they are naturally motivated to complete that goal.

4. Feedback: Without proper feedback, it is impossible for the employees to adjust to the
behavior. Proper feedback should be provided so that the employees know how they are
progressing and how they are performing to complete the specific goal.

5. Task Complexity: While setting goals, it should be taken into account that goals that are
highly complex that are hard to accomplish does not become more overwhelming
and burdensome. Although people who work in more complex fields ae already motivated
but certain measures should be taken into account to make the workplace more comfortable.

In Honda, the upper management sets clear and specified tasks and goals or specific needed time. This helps
the organization to evaluate the performance of the company and the employees. Goals setting has some
importance as clear goals are easy to work on and achieve, the employees have clear vision of their missions.
Goals are set difficult so that to improve employee skills and company’s performance. Setting of goals makes
it easy for the Honda’s organization to fulfil the commitments they have made and helps to evaluate their
further abilities to make more commitments.

Four Main Cultures of Handy’s Model

Task culture
It is about working in team. power system index low in task culture. in task culture indulgent is high as team
members can work without any strict regulations and at their ease. Uncertainty avoidance is low because
team members have to accomplish an objective. They can adopt whatever works for them and even trying
new strategies for accomplishing the task. Masculinity is high as tasks and objectives has to be completed. In
task culture expert power is experience as people with more experience are tend to be followed by other
members with less experience. Reward power is also implemented as team members who accomplish their
tasks are rewarded with benefits. A following expectancy theory will allow the team members to work for
achieving goals in the hope for expected rewards. The equity theory says that if some employees have
worked harder and they get same rewards as other, it would be demotivating for them so that’s why a fair
reward system has to be implemented. The employees who have higher affiliation need will be motivated to
work in a team as they want to have some social affiliation, to a team making accomplishments.

Role Culture
In role culture, the hierarchy exists in the organization. The higher position in hierarchy means more power.
A tall organizational structure, is present in the companies with high power distance index. There is
inequality in power distribution amongst internal stakeholders. People on higher ranks have high authority
and power. Masculine culture exists, there are distinct roles for everyone. Employees are motivated due to
higher need of power as Mclelland’s theory states. Expectancy theory motivates junior employees for
accomplishing tasks in hope of expected reward. Reward power is used in junior employees to motivate
them by benefiting them on accomplishment of their tasks. Coercive power is also used so that employees
keep performing from the fear of losing the job. In this culture, decision making is very time consuming as
permissions have to be taken from higher authorities before making a move.

Power Culture
The authority and power reside with only few individuals in power culture. The one’s who have
power can make decisions. These people experience position power for example, coercive power is
used to let employees work from the fear of losing their job. Short-term goals are focused so power
culture has short-term orientation. In power culture they look for instant success. Quick decisions
are made in role culture, indulgence is high as employees are expected to achieve the objective
whatever way they do. They have free will to achieve their goals whatever they want. Goal setting
theory motivate employees by giving them challenging yet achievable task. Moreover, they are
motivated when they have higher need for achievement relating to Mclelland’s theory. Both goal
setting and need to achieve employee’s theory setting and need for achievement theories are able
to motivate employees. According to equity theory, an employee who has worked harder than
others will be demotivated if he gets compensated same as others who have worked less. In this
culture, as each employee achieves his own objectives so they are rewarded on the basis of their
accomplishment. This way employees do not get demotivated.

Person Culture
This culture lets people focus on themselves. There is no corporate goal to work on. Power is shared
amongst everyone. Expert power is experienced due to a certain employee having experience.
Individualism is high, employees work on personal development and consider themselves to be
more important than the company. It is difficult to motivate employees as no authentic power exists
above employees. Expectancy theory motivates people as they work hard to achieve expected
rewards.
DEMONSTRATE AN UNDERSTANDING OF HOW TO COOPERATE EFFECTIVELY WITH OTHERS

TEAM
Team consists of two or more individuals who
work together for a specific time period to
achieve a desired goal and work towards to
accomplish a common mission or specific
objective. According to Jon Katzenbach and
Douglas Smith, “A team is a small number of
people with complementary skills who are
committed to a common purpose, set of
performance goals and approach for which
they hold themselves mutually accountable”.

Types of Teams
There are different types of teams depending upon the nature of the task. Here we will discuss those types of
Teams which are concerned to the topic of our conversation;
1. Functional Team
2. Problem-solving
3. Project teams

Functional Teams
Group of people working together towards mutual goals with similar functional skills. Functional teams are
typical organizational teams that frequently interact with or with a part of a whole department.

Problem-solving teams: 
These teams are created for short spam of time to work and resolve a specific issue. For example, Imran khan
made a group o 5-6 people and placed them In the NESPAK’s head office in Islamabad to observe and note
suspicious activities and when they were done with their analysis then they left the office.

Project teams:
In this team, the members belongs to different groups and functions and are gathered in a team or the same
project. Project teams are designed for a specific time period and also can be divided into sub-teams if
needed.

EFECTIVE AND INEFFECTIVE TEAMS

In every type of teams, there are both effective and ineffective teams depending upon the performance and
behavior of the team members both personal behavior and interaction with other team members. Team’s
performance includes both individuals output and the output or product formed by mutual work.
Effective Team
McGregor argues that in any organization the presence of working teams and groups is not the key to
success, the groups must be effective. Before building up an agreement, effective groups promote discussion
on points on which they disagree and use constructive debate to introduce innovative ideas. They handle the
conflicts in a positive manner.

CHARACTERISTICS OF EFECTIVE TEAM

McGregor and Glenn Parker are the writers who first paid attention towards the importance of
team functioning. The listed some characteristics of effective team working;

* Clear Purpose: The vision, mission, goal or task of the team is clear and mutually accepted by
team members. The team have a specific goals and tasks.

* Informality: The atmosphere is informal, comfortable and relaxed. No one has any burden
and tension related to work and no one gets bored as well.

* Participation: There is a lot of debate and everybody is invited to take part.

* Listening: To generate ideas, the members use efficient listening strategies such
as interviewing, paraphrasing and summarizing.

* Civilized Disagreement: The team shows patience when there is any disagreement and
shows no signs of avoiding, smoothing over or suppressing conflict.

* Consensus Decisions: For important decisions the intention is to achieve considerable, but
not necessarily unanimous, agreement through open discussion of everyone’s ideas
and avoidance of formal voting or easy compromises.

* Open Communication: All the team members freely express their opinions on the tasks and
on the group’s operation. There are few hidden agendas. Communication also occurs outside
of meetings.

* Clear Roles and Work Assignments: There are clear prospects of the roles played by
each team member. Clear assignments are made, accepted and carried
out, when action is taken. Work is fairly distributed among team members.

* Shared Leadership: While the team has a formal leader, leadership functions shift from time
to time depending on the circumstances, the needs of the group and the skills of the members.
The formal leader models the appropriate behavior and helps establish positive norms.

* External Relations: The team spends time developing key outside relationships, mobilizing
resources and building credibility with important players in other parts of the organization.
* Style Diversity
The team has a broad spectrum of team player types including members who emphasize
attention on the task, goal setting, focus on process and question how the team is functioning.

* Self-Assessment
Periodically the team stops to examine how well it is functioning and what may be interfering
with its effectiveness.
Aron sets out the four types of team player that Parker identified – what they are particularly
focused on and a checklist of behaviors associated with each.

INEFFECTIVE TEAMS
An ineffective team the individuals are disruptive, distrust, unfocused, and looks after negative
competition. Such situations express themselves in high turnover and absenteeism, large amounts
of dissatisfaction, inadequate connectivity, and discrimination.

CHARACTERISTICS OF INEFFECTIVE TEAM

Following are some characteristics which are usually main reasons or the failure of any team
especially if the circumstances continue for any specific time period.

Lack of Focus
Usually teams are ineffective because they do not have proper purpose or idea and if so then they
do not have scheduled goals and distributive targets. Similarly, when a team do not have proper
understandings of accomplishing the given tasks, they may fail.

Inequal Membership
The teams where the members do not participate equally; some members are open about their
opinions and suggestions and discourages the ideas of the other members of the group, the
overlooked member of the group may feel unimportant and can have feeling of animosity towards
the other members. Such a team becomes dysfunctional. This leads to personal conflicts between
the team members and thus such teams face failure.

Errors and Negativity

Finger-pointing is the main characteristic of members of an ineffective team; member waste their
time in finding errors in and weaknesses of others instead of fixing the errors mutually and moving
forward. Negativity gives rise to building walls between the team members, between the team
and the supervisor, and between the team and the targeted goals.

Lack of Cohesion
Ineffective teams often include members who do not interact well with others, and who do not
have the required skills to fulfil the requirements. Some teams include a lot of members having
same skills and the other teams require proper training. The team leader must pay attention to
each and every member and then design the teams accordingly and give them clear vision and
mission and clear them the reason of creation of that team.
In Honda, the teams created are created wisely and carefully, that the team members should have
different skills and abilities and each and every one of them should can perform different tasks and
has different expertise in different jobs. This helps the teams to accomplish the tasks easily and
effectively. If one is leading, the other is generating new methods, the third person will coordinate
well. Such teams are available in Honda to avoid any ineffectiveness and failures.

Tuckman’s Development Theory

Bruce Tuckman in 1965 first proposed his forming-storming-norming-performing model for group
development and said that all these phrases/stages are necessary for team growth, tackling
challenges, for planning work and deliver results. Later he added the fifth stage; adjourning in late
1970’s.
Tuckman’s development theory is especially useful in training people on how to work in groups
thus enabling groups to work up to their full potential.
Forming
In the first stage of team development, Forming, members start to interact and try to work on a
specific plan which is expected and required of them. Individual responsibilities and roles are not
clear. They may be motivated but are relatively not informed of the issues and objectives of the
team. There is a high dependency on leader for guidance. Leader must be prepared to tackle lots
of questions about the team's purpose, external relationships and objectives. Feelings of
excitement are mixed with fear and ambiguity. Members try to orient themselves to the tasks as
well as to one another.
Storming
In the stage of team development, Storming, group members start to work with each other.
Conflicts may also arise in this stage as members raise their opinions when power and statuses are
assigned. Group members come to know about different working styles when they work with each
other. At this stage, feelings of excitement and joy are mixed with feeling of fear and uncertainty.
Members resist control by group leaders and show hostility. The leader of the team guides the
group for how to tackle problems, how to solve the problem and what attitude members should
have towards a task.
Norming
At this stage, members accept the viewpoint of other team members, they feel themselves part of
the team by accepting responsibility and work with the ambition of the team’s success. There
exists consensus among the team, who respond well to facilitation by the leader. There is general
respect for the leader and leadership responsibilities are now shared amongst the team.
Performing 
At this stage, the group members are naturally motivated and knowledgeable. Group members are
now focused on achieving common goals often reaching an unexpected high level of success.
Team members are now competent and able to handle the decision-making process without
supervision from the leader. The team works in an open and comfortable atmosphere where
flexibility plays the vital role and no importance is given to hierarchy.
Adjourning
Tuckman in 1970’s, jointly with Mary Ann Jensen added a fifth stage to this model, Adjourning is
the break-up of the group once the task is completed successfully and its purpose is fulfilled. This
is also referred to as Deforming and Mourning. In this stage, the team conducts an assessment of
the year and implements a plan for transitioning roles and recognizing member’s contribution.
Adjourning is arguably more of an addition to the four-stage model rather than an extension
because it views the group from a perspective beyond the purpose of the first four stages.

In Honda, proper guidance and training is given to the team members once the teams are created.
At the start, the team members are allowed to interact with the each other and know about each
other. After knowing each other, and interacting with each other they feel themselves team
members. They are given training about how to do work in a team and to achieve their goals. The
team is then given tasks and they start to work and perform. In Honda, once the tasks are
completed and achieved, the teams are broken down and new teams are made for new tasks. This
is important for the employees because in this way they found an opportunity to know more
about the organization’s staff, learn new and adopt new skills.

Belbin’s 9 Team Roles

When each team member is performing its clear responsibilities then a team is working at its best.
A team works at its full potential when each member of the team is given work according to his
strengths and objectives because people are better at their work when task is assigned to them
according to their potentials.  Belbin Team Inventory test is highly effective to establish team roles
by identifying each individual’s potentials and motivations.

Meredith Belbin first invented the Belbin Team Inventory test at Henley Management College
through a study to identify ideal roles for individuals to perform within a team. To measure
personality qualities and traits through the Belbin test, participants assess their behaviors, get
feedback from the observers and then compare the two. Members then according to their traits
and personality qualities are assigned different roles within the team after comparing their result
with the Belbin’s 9 team roles.
The Belbin’s 9 Team roles are:
1. The Monitor Evaluator
2. The Specialist
3. The Plant
4. The Shaper
5. The Implementer
6. The Completer/Finisher
7. The Coordinator
8. The Team Worker
9. The Resource Investigator

The Belbin’s 9 team rules are categorized into 3 broad categories;

 Thought-Oriented Roles
 Action-Oriented Roles
 People-Oriented Roles
1. The Monitor Evaluator (thought-oriented)
2. The Specialist (thought-oriented)
 3. The Plant (thought-oriented)
4. The Shaper (action-oriented)
5. The Implementer (action-oriented)
6. The Completer/Finisher (action-oriented)
7. The Coordinator (people-oriented)
8. The Team Worker (people-oriented)
9. The Resource Investigator (people-oriented)
The Monitor Evaluator (thought-oriented)
Monitor evaluators are the critical thinkers in a team. They separate good ideas form bad. They
are serious minded individuals who make decisions based on facts and rational thinking rather
than feelings and emotions. Monitor Evaluators make an insightful solution when they face a
challenge in a project. They keep their privacy and prefer not to get involved in the lives of
coworkers. These individuals often hold managerial positions because of their ability to make
effective decisions.

The Specialist (thought-oriented)

Workers who have special expert in a specific field comprises the Specialist category. They show
little or no interest in the expertise of others and only provide contribution to the team in their
area of expertise. They are prominent members in the team because of their expert knowledge.

The Plant (thought-oriented)

Plants are the members of the team that come up with innovative ideas that help the team in
solving problems and overcoming challenges. They are introverts and prefer to work alone and
possess poor communication skills. They are the team members who bring growth and progress to
the team as the name suggests.

The Shaper (action-oriented)

Members who are dynamic and norm challenges constitute the Shaper category of the Belbin’s
Team roles. When the team face a challenge, shapers maintain a positive attitude and strive to
overcome the challenges. Shapers are extroverts with great communication skills and encourage
other team members towards work. They act responsibly in crisis and drive progress.

The Implementer (action-oriented)

Those people who actually get things done are the Implementors. They are well-organized and
efficient. They are practical people and like to make concrete plans from abstract ideas.
Implementors are actually the backbone of the team and are the executors of the plans. They
ensure that goals become tangible success.

The Completer/Finisher (action-oriented)

Completers also called finishers have an eye for detail. They are considered as perfectionists in the
team because they are the ones who point errors and omissions and ensure that the team
complete the work to deadlines. They are perfectionist and tend to expect the same from other
team members. Completers are neat and self-conscious and worry when they see slightest sign of
a problem.
The Coordinator (people-oriented)
Coordinators are normally in management positions. They are mature and confident individuals
and possess great listening and communication skills. Instead of concentrating on the
organization’s success by accomplishing goals, Coordinators tend to concentrate on helping team
members and accomplish their individual objectives. Coordinators are capable of directing their
teams with diverse personalities and skills.

The Team Worker (people-oriented)

Team Workers are people who ensure that team remain united. There are extroverts and are good
listeners and help the team to function well together as a unit. When they notice that other team
members are having trouble doing work, they stop in and assist them in their work. Team
members are valuable workers in a team who maintain harmony within the team. They are
diplomats who keep team cogs turning.

The Resource Investigator (people-oriented)

Resource Investigators are enthusiastic individuals and possess great negotiating and networking
skills. They are extroverts and have strong listening and communication skills and make it easier
for other people to work in a team. They are skilled at picking up ideas from others although they
may not come up with their own ideas. Resource investigators are good at finding new
opportunities and making new contacts and carrying out different business negotiations.

As mentioned above, in Honda, task culture is adapted. Tasks are given to team of members.
These teams contain 5-6 or more members depending upon the nature of task. In each team, the
members placed are of different nature such as there are monitors who evaluates the ideas and
differentiate between the sensible and insensible ideas, there are the specialists who only keep
their nose into the expertise they have in, the main members are the plant members, who gives
new and innovative ideas and provides better solutions and the shapers implements those ideas
after listening to the coordinators. Each group has members of different categories of skills.

Group Report
A task was assigned to us by our organization to produce a new idea and new innovation of any product or
service. It was a team work and several teams were created for this task. I chose to have only one partner
with me for this task.
Me and my friend Haider were a team and we worked on the idea of launching “Pizza Vending Machine”
for Pizza Hut. We assigned activities to each other. Production working was all assigned to Haider and the
marketing tasks were all my responsibility.
The idea was presented by me so I was working as a monitor and generated few concepts for our idea.
Haider also worked as a monitor in separating the workable ideas. Haider worked as Shaper in the team as
he has done food business in practical life so he solved all the problems by implementing ideas on our
project. Haider did all the investigations of the products we need, and make them available and completed
all the food making process on time. I was the one who detected any distraction in the project and worked
on to make our project a unique and complete and perfect source of customer attraction and finished the
work on time and made my team member to finish on time as well. So, I was the finisher here. To meet the
deadline, we settled down day-to-day tasks and both of us worked daily according to the tasks, and I then
advertised our product on different platforms. Sometimes, when one of the team members showed
laziness, then on the other day, they had to complete tasks two days which leads both of us to complete
daily tasks and that’s how we completed all our tasks and responsibilities on time.

As a whole, there are a lot of benefits o team work, as the tasks are assigned t each member and work
burden is distributed. There are people to overcome the problems mutually in team work and thus we have
to face low stress, we learn new skills and ways of working. In team work, if a team faces any problem then
the team members have different skills and expertise who solve those problems playing different roles as
stated by Belbin and Tuckman.
Team work is very effective in achieving the goals and tasks in time as the power of two can’t beat the
power of two. In this way, the tasks are completed meeting the deadline and effectively and better
performance is seen as there are variety of ideas and skills gathered in one place in the form of a product or
a service.

Individual Report
From the team work we performed for a project, my personal experience is this that I learned to know that
how Tuckman’s Development theory automatically implements on the team members when they have to
do a task in the team. They form, storm, norm and perform. And after completion of the task, they
adjourn. It played a good role on me personally as I learned to be patient, listen to others, give importance
to the ideas and wishes of others over mine and work with mutual understandings. And like Belbin’s, the
members play different roles according to their behavior, nature, personality and expertise.

In some cases, team work is not also good as there arouse a lot of conflicts such as from our team work
experience, me and my team member had an argue on the design and the products placed in the vending
machine and at the end another different vending machine with a new idea was made as we both were
discouraging each-other idea.

In a team work, consistency is the key element of success. The team members should be motivated and
consistent to their work and tasks. If the team members are consistent then the team will achieve their
goals with high performance but if even only one person would not be consistent and would not complete
his/her tasks on time then the whole team would have to face failure or obstacles in achieving their goals at
time.

Customer Satisfactory Survey

Questions Answers
1. Do you own any four wheelers currently? Yes No
2. How do you come to know about Honda? Ads Friends Other

3. How will you rate the body style, design and look of your Satisfactory Good
Honda wheeler? Excellent Poor
 4. How is the driving comfort of your Honda wheeler? Satisfactory Good
Excellent Poor
5. To what extent is your possibility to buy Honda when you Definitely Yes No
want to buy a car? Yes
Maybe
6. Are you satisfied with the price you bought you Honda Yes No
wheeler on? Maybe Definitely
7. Rate from 1-4 your satisfaction about the interior of your 1 2 3
wheeler? 4
8. Rate from 1-4 if your overall satisfaction about your wheeler? 1 2 3
4
9. Rate from 1-4 How much are you satisfied with your overall 1 2 3
experience? 4
Feedback Questionnaire

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