Student Assignment Covering Form

Course/Unit Information
Course Pearson BTEC Level 5 Higher National Diploma
Unit No. and Name Unit 12: Organizational Behavior
Unit code 12: H/508/0525
Unit Type Core
Schedule Code OBZRM2103A

Instructor Information
Name Dr. Liza Gernal
Phone +971 52 173 8916
Email liza.g@westford.org.uk

Assignment Information
Full/ Part Assignment Full
Date Assignment Issued March 28, 2021
Date Assignment Due April 20, 2021

Student Information
(To be filled by the student prior to submitting the assignment)
Name Syeda Noor Fatima
Email Nf124865@gmail.com
Date of Submission 24 April 2021

Student Assignment covering form is an integral part of the assignment document and
should be submitted along with all submissions.

1
 Student Declaration

I, ________Syeda Noor Fatima_______________, hereby confirm that this assignment is my

own work and not copied or plagiarized. It has not previously been submitted as part of any
assessment for this qualification. All the sources, from which information has been obtained
for this assignment, have been referenced as per Harvard Referencing format. I further
confirm that I have read and understood the Westford University College rules and
regulations about plagiarism and copying and agree to be bound by them. Attached is the
Turnitin report for reference.

Students Signature :

Students Name : Syeda Noor Fatima

Date : April 24, 2021

Turnitin Report :

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 Achievement Feedback Summary

Assessor’s Name Dr. Liza Gernal

Pass Merit Distinction Grades Awarded

LO1 Analyse the influence of culture, politics and power

on the behaviour of others in an organisational context P1 Achieved/Not
Achieved
P1 Analyse how an M1 Critically analyze how
organisation’s culture, the culture, politics, and LO1 & LO2
politics and power power of an organisation P2 Achieved/Not
influence individual and can influence individual D1 Critically evaluate Achieved
team behaviour and and team behaviour and the relationship
performance. performance. between culture,
politics, power and M1 Achieved/Not
LO2 Evaluate how to motivate individuals and teams to motivation that Achieved
achieve a goal enables teams and
organisations to
P2 Evaluate how content M2 Critically evaluate how succeed providing M2 Achieved/Not
and process theories of to influence the behaviour justified Achieved
motivation and of others through the recommendations.
motivational techniques effective application of
enable effective behavioral motivational D1 Achieved/Not
achievement of goals in theories, concepts and Achieved
an organisational context. models.
LO3 Demonstrate an understanding of how to cooperate P3 Achieved/Not
effectively with others Achieved
M3 Analyse relevant team
P3 Explain what makes an and group development LO3 & LO4
theories to support the P4 Achieved/Not
effective team as opposed
development of Achieved
to an ineffective team. D2 Critically analyse
cooperation within and evaluate the
effective teams. relevance of team
LO4 Apply concepts and philosophies of organisational M3 Achieved/Not
development theories,
behaviour to a given business situation Achieved
concepts and
philosophies that
P4 Apply concepts and influence behaviour in
M4 Evaluate how concepts M4 Achieved/Not
philosophies of the workplace to
and philosophies of OB Achieved
organisational behaviour improve business
inform and influence
within an organisational performance and
behaviour within a given
context and a given productivity.
business situation. D2 Achieved/Not
business situation.
Achieved

Overall Feedback Summary

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Overall Grade Distinction Date 27/4/2021

[To Achieve a PASS, all P grade descriptors should be achieved; To achieve a MERIT, all P and M grade
descriptors should be achieved; To achieve a DISTINCTION, all P, M and D grade descriptors should be
achieved.]

Introduction creates interest. Assignment states the position. Conclusion

effectively summarizes the topic.

Well developed main points/topic sentences that relate directly to the assignment.
Supporting examples are concrete and detailed. The analysis is developed with an
effective point of view.

Logical Progression of ideas with a clear structure that enhances the assignment.
Transitions are effective and vary throughout the paragraph, not just in the topic
sentences.
Summative Feedback
Writing is smooth, skillful, and coherent. Sentences are strong and expressive with
Overall feedback on
varied structure. Diction is consistent and words are well chosen.
current work with
emphasis on how the
Los were met and achieved.
student can improve and
achieve higher grades in
future.

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 Assignment Task

Assignment Title Organisational Behaviour

LO Analyse the influence of culture, politics, and power on the behaviour of others in an
01 organisational context.
LO
Evaluate how to motivate individuals and teams to achieve a goal.
02
LO
Demonstrate an understanding of how to cooperate effectively with others.
03
LO Apply concepts and philosophies of organisational behaviour to a given business
04 situation.

Review of Literature and Contextual Application (min 5000 words)

A review of literature is an essential component of research. You to undertake extensive academic
reading from atleast 08 to 10 Journal Articles. You are required to critically evaluate the
concepts, theories and philosophies of Culture, Power, Politics and Motivation in an organization.
Attempt the tasks given below to ultimately provide justified recommendations for organisations
such that they are able to influence behavior of others to achieve organizational goals as well as
succeed. You will submit this task in the following given format:

1. Introduction

Review academically published papers to define and explain Organizational Behavior and its
relationship with productivity and organizational success.

2. Literature Review

Review academically published concepts, theories and philosophies of culture, politics, power
and motivation to critically analyse how they ‘individually’ impact/influence an individual in
an organization, team behavior and performance.

3. Discussion and Analysis

a) From the review of literature done above critically evaluate the relationship and establish a
link between culture, politics, power, and motivation. Do so by comparing their concepts,
theories, and philosophies. Present the similarities and dissimilarities between them to
ascertain an understanding as to how they ‘collectively’ enable teams and organizations to

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 achieve their goals and succeed.

b) Evaluate how content theories (i.e., Maslow, Herzberg and Alderfer) and process theories
(i.e., Vroom, Adams, Latham, and Locke) of motivation enables effective achievement of
goals.

c) Critically analyse the use of Tuckman’s Team Building Theory in building co-operation
within teams and the Belbin’s Team Typology to evaluate the role, behavior and expected
performance of team members. Explain what makes an effective team as opposed to an
ineffective team. Discuss what factors are instrumental in teams effectively achieving their
objectives and identify those aspects which threaten successful achievement and cohesive
group work.
d) Critically analyse and evaluate the relevance of the Belbin’s Typology and Tuckman Team
Development Theory you discussed above for improving business performance and
productivity in organisations by citing examples.
4. Recommendations and Conclusion

Finally, critically evaluate how to influence the behaviour of others in an organisation through
the effective application of these theories, concepts, and models (i.e., Emotional Intelligence,
Soft Skills, Situational Leadership, Psychodynamics etc.). Based on the critical evaluation done
above, provide justified recommendations to enhance team and organisational performance.

Note
The submission on the LMS is in the form of an individual written report. This should be written in
a concise, formal business style using single spacing and font size 10. You are required to make use
of headings, paragraphs, and subsections as appropriate, and all work must be supported with
research and referenced using the Harvard Referencing System. Please also provide a Reference
List using the Harvard Referencing System. The recommended word limit is a minimum of 5000
words with a levy of 10%.

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 Organizational behavior

Organizational behavior is the analytical study of how people act in groups, and its
principles are primarily used to improve company performance. Organizational
behavior study involves fields of study dedicated to improving work efficiency,
growing productivity promoting innovation, and encouraging leadership. The
Hawthorne Effect, which describes how research subjects' maladaptive behavior
when they are conscious that they are being monitored, is a very well
known analysis of organizational behavior. (PETERS, 2021).

The study of organizational behavior encompasses aspects of study dedicated to

improving work efficiency, greater job satisfaction, promoting innovation, and
motivating leadership. Each has a set of suggestions, such as restructuring classes,
changing compensation structures, and changing performance evaluation methods.
(PETERS, 2021).

Organizational behavior refers to human behavior at work or in a corporate setting.

It examines how individuals influence organization performance and how teams
interact, with the goal of using experience to better understand and anticipate

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behavior in order to improve workplace productivity and effectiveness. (Bhasin,
2020).

Individual

Individual actions and responses, whether it be in a group or acting individually,

have an influence and influence on firm. If you develop good habits, you will
increase your success, reliability, and efficiency. If they are pessimistic, on the other
hand, it may lead to confrontation, injury, and problems of employee misconduct.

At the interpersonal basis, each individual person within an organization is included.

Each individual acts in a distinctive manner, which has an influence on team
dynamics and the organization. If there are many happy and efficient people in the
workplace, it will be effective and profitable. Unless there are a number of
unpleasant and disappointed people, however, the environment would be negative

Groups

Groups and teams can be found in any workplace and are essential to the success
and efficacy of any organization. Individual employees in groups exert influence over
one another, and social pressure can have a direct impact on employee actions and
outcomes. 

At the group level, all groups in an organization are included. A community may be
as small as a few people working together or as large as dozens or
hundreds. individuals can impact a community, and groups can affect an
organization. A community has the potential to impact both individuals and
organizations. Consider organizational operation as a large spider web encircling
each company. A spider web connects each measure of influence to the next,
creating a path across them.

Organization

The formal framework of an organization can be used to define and control the
relationships of individuals and groups. Organizational processes are influenced by
leadership, management patterns, and technology. This has a huge impact on how

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individuals and teams carry out activities in order to achieve organizational
objectives.

The organizational level encompasses the entire business. If you haven't noticed the
trend yet, individual and group conduct has an influence on the organization, and
the company has an influence on group dynamics.

Environment

The company and its staff are part of a broader external environment that has an
effect on them. The company is under more pressure to adapt due to the higher
pace of shift in the external environment (futurelearn, 2020).

Literature Review

Culture and organizational performance

The effective use of strategic practices to accomplish organization objectives is

referred to as organizational efficiency. Organizational success may be influenced by
a positive organizational culture. Felinity and low uncertainty avoidance are linked to
increased organizational performance mean ratings, indicating a connection between
activities and strategy. For organizational performance, the task trait is the most
significant of the four traits. Cultural aspects had various associations with the
corporation's subsequent revenue growth as a measure of operational performance
and employee morale.

Corporate culture may be interpreted as such a structure. Inputs provide feedback

from history, professions, laws, legends, heroes, competitiveness, and service
values, among others. The approach is driven by our assumptions, concepts, and
norms, such as our values in terms of money, time, facilities, space, and people.
Organizational practices, technologies, techniques, picture, products, services,
appearance, and other cultural outputs or effects, for example, are examples of
cultural outputs or effects. The concept of culture is particularly important when it
comes to handling organizational change. Despite the best-laid plans, things don't

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always go as planned. Organizational change involves not only modifying systems
and processes, but also shifting corporate culture, according to practitioners. A
significant number of evidence has been generated on the issue of corporate culture
in the last decade, especially on learning how to change corporate culture. According
to reports, the majority of organizational change efforts crash. This failure is often
due to a lack of understanding of the significance of culture and its function in
organizations. This is one of the reasons that many strategic planners today devote
just as much time to identifying strategic objectives as they do to defining mission
and vision.

Models of Organizational Culture

Schein's corporate culture model

The paradigm of Edgar Schein offered a basic description of organizational culture

and how it works. The three-tier model's foundation is made up of basic
assumptions, which are then crowned horizontally by 'values' and 'artifacts.' The
least obvious level is basic concepts, while the most visible layer is objects. Symbols,
professional agreements, business practices, vocabulary, and communication all
have artefacts. Values are the fundamentally current notions within the company in
all of its operations. Both employees unwittingly make basic assumptions in the
organization's day-to-day operations. The organizational ethos of Charles Handy

The definition of authority, as well as perceived notions regarding human psychology

and ideology, are significant influences on the corporate culture framework
illustrated by Charles Handy in Management Theory of Charles Handy 2018. (Parekh,
2018). The model distinguishes between four styles of organizational cultures:

1. Power Culture: It is based on a centralized organizational culture in which a

small number of people or sectors wield decision-making authority, and
subordinates or workers abide by the developed decisions and strategies with
little or no input. The most important aspect of such a culture is authority.

2. Role Culture: This form of culture is characterized by a hierarchical system in

which the organizational hierarchy is clearly defined and strictly adhered to.
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 The key features of this community are clearly defined roles and formal
procedures.

3. Task Culture: In this case, the organizational culture is tailored to a specific

project or activity and is created or changed based on the expected result. It
emphasizes workforce teamwork as well as versatility and resilience.

4. Person Culture: This culture is built along a select group of qualified and
qualified individuals who are mistakenly regarded as superior and
indispensable to the company. It is employee-centered and geared to the
organization's high-value contributors (Parekh, 2018).

The Organizational Culture

Since his model took into consideration the complex and global business climate,
Hofstede's research on organizational context and behavior, which spanned the
1970s, was collectively viewed as an extensive and wide-ranging study extending
across international corporate work spaces. Prior to Hofstede's approach to
organizational culture, the number of prior research on the subject has mostly
focused on intercultural contact through the prism of a single culture and its norms
(Hunley, et al., 2018). Efficient and relevant interaction among multi-cultural
managers, staff, and staff is a key component of this model. A central feature of this
philosophy is the organization's competence in cross-cultural communication
(Hunley, et al., 2018).

On a global scale, Hofstede's model based on six characteristics of organizational

culture:

 Distance Between Power Sources

 Avoiding uncertainty

 Individualism and collectivism are two opposing ideologies.

 Masculinity is the quality of being masculine.

 Orientation for the Long Run

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  Indulgence

Politics in Organizations

While there is no universally accepted definition of politics, it is widely accepted that

it is defined by a collection of behaviors and methods aimed at achieving personal
benefit. Organizational politics is the study of how people in the workplace use their
power, influence, and interests to achieve their goals. A individual may use a
combination of passive and aggressive behaviors to influence the decision-making
processes in an organization. Coercion and blame are aggressive behaviors, while
filtering information, forming coalitions, whistleblowing, and the trade-off of favors
for shared rewards are more "passive" behaviors. The use of power and social
control to impact organization performance, judgment, and individual actions while
meeting objectives in the presence of difficulty is known as organizational politics
(OP). Organizational politics is an inherent trait present in most organizations, as
shown by numerous reports, but its complexity and allocation of funds varies. This is
because OP is caused by a lack of capital, human, or material resources, as well as a
lack of clear organizational objectives (Sussman, et al., 2014). Political conduct is
regarded as a standard and unscrupulous feature in companies in the business
sector. This concept stems from the "political tradition" of prioritizing individual and
self-serving objectives over organizational objectives (Juneja, 2015). As John Kotter
once noted in Power and Influence. We can collapse into a vacuum of parochial

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politics, and also toxic administrative and political infighting, if we neglect to hire
politics with a skillful, mindful approach (1985, Kotter)

Power

Executives use control, which is an intrinsic process of any organizational culture, to

achieve their objectives (Marta, 2020)

“The capability or willingness to assist or control the actions of others or the course
of events,” according to Oxford. (York & Jones, 2016) The accumulation of control in
the hands of the top officials, who might adopt a greater perception of brutality and
aggression, is a common sight in companies. Employees who are on the receiving
end of this "power" mechanism are caught in a vicious cycle of compliance and
success. Organizational development is hampered by red tape and bureaucracy
(Singh, 2010). Power is often derived from a desire for recognition, success, and
efficacy. Power is often used to gain a sense of dominance, rank, and respect.
Although most psychoanalysts attribute motivation for control to conflict, self-worth,
and performance, a few see it through a positive lens, arguing that it can improve an
employee's personality. Organizational power is a primary predictor of success in
skilled departments (and how they function), as well as determining how to resolve
internal disputes and ensure job security and dedication. The greater the degree of
tension and uncertainty in work positions, the greater the desire for power.

 Legitimate Power

Legitimate process contributes to an individual's power to control others' actions

based on his or her status in the organizational hierarchy. It is a role in which an
individual has been officially designated by the company, and thus technically
requires compliance and commitment by default. In the case of an unscrupulous
leader, the workforce is more likely to react with opposition, internal tension, or
anger (Gravehorst, 2013.)

 Reward Power

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The potential of a person to guide the actions of others by attracting them for
benefits they seek is referred to as reward power (Gravehorst, 2013) Those might
be monetary or non-monetary desired programs, elevation, appreciation, and career
advancement. Nevertheless, reward power produces only short-term results
(Lunenburg, 2012).

 Coercive Authority 

The function of retribution is the focus of coercive control. This is often perceived as
a critical and exploitative source of influence that must be handled with care.
(Munduate & Gravenhorst) Demotion, risk of termination, knowledge blockage, and
suspension are all examples of organizational penalties. Well-defined procedures and
oversight are in place to keep track of superiors' behavior and prevent coercive and
ineffective conduct (Lunenburg, 2012).

 Expert Power

A worker's understanding of someone else's level of knowledge and skills on a

particular subject is the foundation of control. It is linked to an individual with a
strong knowledge base whom the worker regards as supreme and from whom the
worker follows instructions/guidelines. It necessitates a level of personal/internal
recognition on the part of an employee (Gravehorst, 2013.).

 Referent Power

Referent power develops as a result of appreciation and reverence for another

individual, as well as the eventual use of this close relationship to exercise power
over them (Lunenburg, 2012). High-end marketing departments take advantage of
this power by promoting goods by well-known and admired personalities. Leader
must demonstrate willful and unwavering confidence, integrity, submission, and
allegiance if their leaders have exceptional personality characteristics and a level of
charm (Gravehorst, 2013.)

Motivation

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In a competitive environment, To achieve our objectives, we will need more than
just our technical and hard skills. Most notably, motivation has been described as the
acts, behaviors, and mentality that are guided toward achieving a goal. It is the
force that motivates us to begin, maintain, and/or complete a mission, as defined by
Schunk (Schunk et al., 2014). Even so, a target is a collection of hierarchically
ordered sub-sets which will be modified over time in response to contextual and
epigenetic factors. The three key concerns underlying motivational push, as per
Kanfer (2016), are "the why, the how, and the when." Maslow (1954) suggested a
hierarchically ordered pyramid of needs to eradicate the underlying motivations for
behavior, or "why." He went on to say that lower-order requirements can't be met
before higher-order requirements are met. (Kanfer, 2016)

Discussion and Analysis

Organizational culture is well recognized for dictating the nature of politics and
power by establishing norms for action, communication, and operation. Hunger for
influence and leverage over corporate politics can have positive effects on proactive
vigilance, striving for success, and career advancement, both of which are valuable
motivators (Liu, 2010). Unjustified use of control, on the other hand, in a heavily
political workplace culture, often produces pessimistic outcomes. The ineffective
exercise of power in different situations is listed as a cause of poor organizational
functioning (Nweke, 2014). Controlling communications systems by
restricting material knowledge accessible to others in order to fuel one's own
interests and needs is a direct connection among power abuse and the breakdown
of ethical behavior in a politically motivated work environment (Mann, 2010). Given
that motivation values are clearly significant considerations in sustaining low rate of
employee turnover, an organizational culture/power framework that is contradictory
to certain principles and psychology as racist attitudes against workers or
disparaging comments or language could become catalysts for employee resignation
and self-interest prioritization over organizational goals. Culture, politics, power, and
motivation all have different degrees of effect on employee success, as seen in
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market diversification, mergers, and other situations According to the goal-setting
theory of motivation, realistic and demanding goals, as well as appropriate input,
lead to greater and improved task results. Goals show and guide an individual what
needs to be completed and how much work is needed. Edwin Locke proposed the
goal-setting theoretical framework in the 1960s.

Locke and Latham’s Goal Setting Theory

According to the theory, goal-setting is inextricably related to job success. (Nweke,

2014) The dramatic change in positional politics and power will be borne
disproportionately by a few, and what might seem as opportunities and
acknowledgement for a select few may pose a challenge to the control of others.
As a result, anomalies in the functioning of politics and authority, as well as
contradictions in motivation-practices, can be major determinants of organizational
culture effectiveness or incompetency (Brezen, 2011.). According to the goal-setting
theory of motivation, realistic and demanding goals, as well as appropriate input,
lead to greater and improved task results. Goals show and guide an individual what
needs to be completed and how much work is needed. Edwin Locke proposed the
goal-setting theoretical framework in the 1960s. According to the theory, goal-
setting is inextricably related to job success.

 Clarity
Clear objectives are observable and unmistakable.

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There is little ambiguity about what habits will be rewarded when a target is
important and precise, with a deadline set for completion.

 Challenge
The degree of difficulty are among the most significant characteristics of objectives.
People are also motivated by a sense of accomplishment, and they will assess an
objective based on the importance of the expected accomplishment. For more
ambitious objectives, the rewards usually increase. If you think you'll be well paid or
otherwise recognized for attaining a difficult task, you'll be more motivated to
complete it.

 Dedication
If goals are to be successful, they should be understood and decided upon. Workers
are more willing to “buy into” a target if they believe they contributed to its
development.

Participative management is based on the concept of engaging workers in goal-

setting and decision-making.

 Feedback
A successful target program must provide feedback in addition to choosing the
correct form of goal. Feedback allows you to explain your expectations, change the
complexity of your target, and gain appreciation.

It's important to have measurable opportunities or targets so that individuals can

assess their own progress.

 Task Difficulty
The goal-setting theory's final element adds two more conditions for performance.
When working on extremely complicated objectives or tasks, take extra precautions
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to ensure that the job does not become too stressful. Self-efficiency and goal
engagement are two scenarios in goal-setting theory.

 Self Reliance
If performing the mission, self-efficiency is described as an individual's self-
confidence and belief because he has ability. When faced with difficult tasks, a
person with a high level of self-efficiency will put forth more effort. Individuals with
a lower degree of self-efficiency will put in less attempts or might even leave when
faced with challenges.

 Commitment to the Goal

The goal-setting theory presumes that the individual is dedicated to the goal and will
not abandon it. The dedication to an objective is determined by the following
factors:

Goals are made public, well-known, and widely broadcast.

Individuals should set their own goals rather than have them assigned to them.

Tuckman’s Team Building Theory

Bruce W. Tuckman (1965) proffered Tuckman Team Building Model which was
subsequently updated along with Mary Jensen,1977 (Jensen, 2010). The original
model had four phases, but in 1977, the stage of "adjourning" was added (Jones,
2016)

Forming: This is the most crucial phase in the model, as it lays the groundwork for
team building. It allows members to get to know each other and interact in a
meaningful way. Its goal is to promote a positive and cooperative team environment
in order to achieve goals and develop strategies how to achieve them together
(Natvig & Stark, 2016).

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Storming: The stage is marked by chaos and regular dispute. The groups being fairly
new, participants can be tensile or uncooperative during partnerships due to
disconcerted team positions. Person frustration and a lack of coordination will wreak
havoc on the team's efficiency (Anon., n.d.)
Norming: This event's emphasis is harmony. Members' demeanors and viewpoints
are encouraged and embraced. Throughout this point, a feeling of collectivistic
emerges as people make voluntary efforts to improve each other.
Integrate and keep the team together (Bonebright, 2010)

Performing: As the participants successfully settle into their positions in the team,
the team acts as a platform for thorough evaluation and problem - solving skills,
improving overall efficacy (Stark, 2016.)
Through motivation and shared concern, the team's activities are coordinated to
meet the defined goals (Jones, 2019).

Adjourning: The model's final phase recognizes and honors the achievements of
such partnerships, recognizing each individual's efforts and hard work. The group
conducts self-evaluation and re-examines their results (Jones, 2019). It's also known
as the grieving stage because it stems from insecurities and uncertainty about the
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future of the team after the project is performed. As the community approaches
disintegration, it includes behavioral problems and disassociation (Stark, 2016.)

The stages mentioned above depict the complex process of team creation and
growth. The first two stages are critical for laying the groundwork for collaboration
and shared comprehension while the third and fourth stages are concerned with the
team's maintenance and teamwork.

The two-factor theory notes that some variables in the work environment trigger
work satisfaction whereas another variety of variables causes employee turnover.
Both sets of factors operate autonomously of one another. The two-factor theory
notes that some variables in the work environment trigger work satisfaction whereas
another variety of variables causes employee turnover. Both sets of factors operate
autonomously of one another. (Stark, 2016.)

Herzberg theory of motivation

The two-factor theory notes that some variables in the work environment trigger
work satisfaction whereas another variety of variables causes employee turnover.
Both sets of factors operate autonomously of one another. (Anon., n.d.)

Centered on the theory of employee satisfaction, Frederick Herzberg introduced this

concept in the 1950s. Employee morale and happiness, as per the theory, are
inextricably linked. Employees who are satisfied with their jobs are more considered
to be self-motivated, whereas those who are dissatisfied with their jobs become less
likely to be motivated to meet organizational objectives. As a consequence, Herzberg
classified organizational variables into two groups: hygiene and

21
motivational(Admin,2014).

Alderfer’s ERG Theory

According to Alderfer's ERG theory, there are three types of core needs: life (E),
relatedness (R), and development (G), as indicated by the acronym ERG. These
three classes correspond to Maslow's stages of physiological, psychological, and self-
actualization needs. (Anon., n.d.)

Our essential material needs for survival are referred to as existence needs.
Physiological needs (such as air, food, water, and shelter) and safety-related needs
are among them, according to Maslow (such as health, secure employment, and
property). The value of preserving social interactions is reflected in relatedness
needs. These requirements are focused on interpersonal relationships and
correspond to Maslow's levels of love/belonging-related needs and esteem-related

22
needs. Finally, our innate drive for personal growth is defined by growth needs.
These needs are compatible with the other self-worth requirements as well as
Maslow's self-actualization needs 

Maslows’s Heirarchy Theory

Maslow ’s hierarchy is a psychological theory of motivation that consists of a five-tier

study of human needs, which is sometimes represented as hierarchical tiers inside a
pyramid. Physiological (food and clothing), protection (job security), affection and
belonging needs , esteem, and self-actualization are the needs from the bottom of
the hierarchy up.  Individuals must attend to lower-level needs before they would
adhere to higher-level needs. People are driven to meet some needs, according to
Maslow (1943, 1954), and certain needs take priority over others.
Physical survival is our most essential need, and it will be the driving force behind
our actions. When that level is completed, we are motivated to move on to the next
stage. (Bhasin, 2020) (Mcleud, n.d.)

23
Recommendations and Conclusions

Relying on the current subordinate status and their degree of engagement and
motivation, different types of situations necessarily require varying degrees of
responsiveness and directiveness. Situational Leadership is viewed as a caring and
creative type of leadership that improves employee retention and job satisfaction by
providing positive leadership and appropriate guidance.
The diverse existence of business organizations and systems is enumerated
in theoretical studies. Leadership styles must be evaluated and changed in order to
keep up with changing business styles and the job market. Leadership styles should
be evaluated on a regular basis in light of organizational goals and existing employee
networks, as well as their psychological quotients and skills. Workers should be
encouraged to freely share their views, complaints, and ideas through adequate
response and development channels. (Liu, 2010)
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 As a result, there is no one-size-fits-all solution to the systemic and efficient
operation of organizations that incorporates all theories and regulations.
Organizations follow strategies and processes that are ideally suited to their
corporate plan, organizational structure, and employee structure.

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