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Organizational Behavior 1

THE IMPACT OF WORKGROUPS/TEAMS, POWER, AND POLITICS ON

ORGANIZATIONAL CULTURE: CASE STUDY ANALYSIS

HRMM055 – Assignment 2

Organizational Behavior 2

Executive Summary

There are few organizational activities more predisposed to integrity gap compared to

the manner in which teams approach organizational life. A sense of disbelief occurs when

team leaders purport to make decisions in ways that are more rational even though analysts

know that politics, power, and personalities play a substantial and overriding role in these

teams. Power, politics have significant influence on organizational culture. Whatever else

teams in organizations may be (such as problem-solving vehicles, sociotechnical systems, and

amongst others), they are political structures. It implies that teams’ function by distributing

authority and establishing a stage for the exercise of control. Undoubtedly, people that are

highly motivated to pursue power are always more successful in their business endeavors.

On the other hand, power and politics are instrumental in determining the growth of

any business as well as achieving a stable and continuous success. The leadership and

management of any organization are related to power and politics. On this note, this paper

will give a crystal view of the impact of workgroups or teams and power and politics on

organizational culture. The paper is divided into three main sections. The first part will

provide an overview of organizational culture; the second part will discuss the impact of

workgroups on organizational culture while the last part explains the impact of power and

politics on organizational culture.

Keywords: workgroups and team, power and politics, organizational culture

Organizational Behavior 3

1.0. Introduction

This is a case study analysis of how workgroups and teams, as well as power and

politics, impact culture. This analysis considers the emergence of conflicts and internal

dynamics of work groups as O’tile, a hypothetical multinational company confronted by

conflicts and teamwork issues at one of its divisions in Taiwan. From the case study, it is

apparent that corporate culture is a reflection of the personality of an organization. It

encompasses shared values, policies, and procedures that specify the manner in which the

organization and its people behave when solving certain business problems.

An outsider or a new intern or new employment can quickly get the feel of culture at

the organization by talking to people who work in the company, or by just looking around.

For instance, in some dynamic organizations, employees are encouraged to take risks. On the

opposite end, there are others that are backward looking and rarely entertain risks taking from

their employees. The culture of an organization translates meaning, clarity and direction, and

which in turn fuels the company to attain its goals. From one time to the next, it becomes

imperative to alter the culture of the organization to ensure that it fits the operating

environment of the firm.

Teams and workgroups mold organizational culture. This is because they provide the

structure and means of bringing people with the appropriate mix of skills and knowledge

together. Moreover, it encourages the exchange of skills, motivations, and creativity.

Consequently, it can lead to more productivity and product quality. There are other benefits

associated with teams and work groups; however, the core focus of this paper is the way they

impact organizational culture concerning the O’tile case study.

2.0. Analysis

Organizational Behavior 4

2.1. Case Study

O’tile is a multinational company with its headquarters in Seattle, Washington, United

States. To build a footprint in the communication, business and operation system, the

company, which is a renowned Forbes 500 company, the company acquired a prominent

software firm in the revenue and billing management sector at the end of the financial year

2008. The M&A activity was consolidated at O’tile, under a new department, they christened

as Telecommunication Business Unit (TBU). To take advantage of the cost efficiencies and

expertise, the company started the unit activities in Taiwan Development Center (TDC).

The company has had a group doing the same functions that were based in Seattle.

The Seattle group’s role was majorly on R&D activities and handling key support concerns

from key customers. Most employees that were part of the TBU department were mostly

sourced from the acquired software business. The main responsibility of the TDC group was

to offer support to existing clientele and offer minor improvement of the current product.

This case study explores the impact of work groups and teams as well as politics and

grandstanding on organizational culture. The whole division at TDC was led by two directors:

A and S. However, the two had a bigger boss based at the company’s headquarters in Seattle.

The team under S worked on customer support tasks and was in charge of addressing product

concerns and executing minor enhancements of the product. Under their leadership, the

groups delivered different customer success stories and inculcated some good impression and

were considered as invaluable and resourceful to the company. The two directors were

leading customer support activities. As the TDC attained higher successes, the aspiration of

the directors began to shift. The two directors began to show ambition to be sole head of the

TDC division. A was aggressive and overly ambitious. He can be described as action-oriented

Organizational Behavior 5

and forward thinking. On the other hand, S kept to his duties and focused on the job at hand.

However, he also displayed ambition.

As the team in TDC successfully managed the support activity, some of their

important workforces also expressed a desire to be involved in R&D activities. They wanted

to break from the monotony of customer support. An encouraged the team to express their

opinions on the type of work they wished to in the future and gave them his word on

exploring the possibility of their views.

During the period, the entire customer activity was transferred to the TDC, and the

team at Seattle solely focused their attention on R&D activities. In effect, the TDC grew even

further in expertise, strength, and excellence. To take the TDC division into even higher

growth, A suggested that there was a need to create a team drawn from those under him and

S, and under his leadership. This shocked S as A had never brought the idea to him and he felt

betrayed. He opposed it.

Organizational politics can be described as self-interested, scheming and controlling

behavior of individuals and groups to advance their interests at the expense of others and even

at times even to the detriment of the entire organization. Organizational politics in a company

exhibits itself through things like conflicts, competition for positions of leadership and

authority, struggle for resources, and struggle for tactical influence in a group. In other

scenarios, conflicts arise because of a need to control access to information. While most in

authority aim to attain organization unity, there are those who apply divisive tactics to

maintain their grip over control of others.

2.2. Response

Organizational Behavior 6

In the recent past, there have been drastic changes in the way people conduct various

business activities. Among these changes include the operational process involving the work

groups and teams as well as power and politics. Danish, Munir, Kausar, Jabbar and Munawa

(2014, p 117) observed that the changes above are also the factors that affect the culture of

virtually every organization across the globe. There is a significant distinction between

workgroups and teams in an organization with regards to its operations and outcomes.

Workgroups are guided by a single leader who provides task-driven instructions. Each

member of the group is assigned a particular task in which they operate as individual to

achieve the desired result (Gochhayat, Giri & Suar, 2017, p 697). On the same note,

individuals are assigned to various tasks that are relevant to their skills.

Understanding human behavior in an organization is one of the crucial aspects of

achieving a competitive working environment. Organizations are made up of employees who

work as an individual or within teams. On this note, the disposition of the workers towards

each other is one of the most vital elements that shape any organization. According to

Ginevičius and Vaitkūnaite (2010, p 203), a successful organization such as Simply Desert

business depends on the effectiveness of its employees and the management. Besides, their

behavior is controlled by their feelings, ideas as well as activities involved.

The behavior of employees in an organization can result in success and overall

improvement, or it can lead to its failure. For instance, compassionate people in an

organization can help to create a supportive work culture which can be as a result of their faith

in the management as well as organizational satisfaction and commitment (Fakhari, 2016, p

110). Contrary, workers who do not trust the management are not satisfied with the work front

may become antisocial, and their behavior can be harmful to the operations of the business.

Organizational Behavior 7

Some of the factors that can encourage constructive organizational behaviors include self-

actualization, accomplishments, encouragements, affiliations and minimal. Simply desert

management has figured out the driving force necessary for stimulating positive behavior as

well as trying to integrate more of such factors in their work culture.

Organizational culture is made up of three characteristics that are easily identified.

They include artifact, espoused values as well as the accepted norms in a company. Tsai

(2011, p 7) argued that Artefacts are consists of the cultural differences including the

nationality, language or dress codes. On the same note, the espoused value is considered as

important things to the management including the motto. On the other hand, accepted norms

include values as well as belief systems including the concept of innovation that requires

creativity.

Workgroups and teams can significantly impact organizational culture in multiple

ways. Organizational structure is connected too organizational culture which unites people to

achieve a common goal. On the same note, Ladley, Wilkinson, and Young (2015, p 2412)

asserted that workgroups and the team are involved in various rituals, playful humor as well

as other activities that contribute to the existence of organizational culture.

Cultural diversity in the workplace is crucial in determining organizational culture.

Körner, Wirtz, Bengel, and Göritz (2015, p 10) stated that employees from the different

cultural background from different parts of the world could share ideas and knowledge that

can be crucial for the organization. On the same note, cultural difference in workplace ensures

that there is effective interaction which is necessary for personal development which will

encourage employees to work together to achieve a common goal (Zoltan & Vancea, 2015, p

96). Simply desert is keen to select talented individuals from different parts of the world to

Organizational Behavior 8

ensure that the company achieves its long-term goals by retaining talented individuals while

encouraging them to perform to their best level.

In a workplace, workgroups or team are involved in various activities that can lead to

conflict and the subsequent decrease in productivity. Alvesson and Sveningsson (2015, p 4)

noted that some employees do not agree with various operations are conducted, or they are

not satisfied with their working environment, or they feel that the management is no doing

their best to encourage them to increase their performance as well as promoting self-growth

and development. Simply Desert is determined to avoid conflict among its employees by

ensuring that it conducts emotional healing as well as conflict resolution within various

confines of cultural norms (Hogan & Coote, 2014, p 1609). On the same note, the company

ensures that it adjust its culture to suit the needs of every member of the organization which is

essential in avoiding conflict.

Leadership behavior can also have a significant impact on organizational culture. The

behavior and attitudes modeled by the leaders are reflected on a broad spectrum of

organizational performance. On the same note, the maintenance of organizational culture can

be difficult especially when their human resource transaction including turnover and

recruitment. Besides, Simply Deserts understands that leadership is crucial and that the

management should be careful not to instill fear among its employees. Creating fear will make

it a norm especially in a situation where cultural behaviors are challenged. Open confrontation

when a member of the team makes a mistake can warrant retribution. According to

Setterstrom and Pearson (2013, p 91), the Servant Leadership Behavioral Theory can be used

to shed more light as the leaders achieve success by first becoming the servant of their

Organizational Behavior 9

employees. The employees expel their fear and can effectively interact with the management

to provide the most suitable results.

Behavior in an organization can be manifested within the organizational culture.

Simply Deserts ensures that their outcomes are aligned with intended goals and objectives. On

this note, actual performances determine organizational culture (Levine & Moreland, 2014, p

116). The operations have to be aligned with the values and norms of the organization to

ensure that there is maximum performance and increased productivity.

The growth, stability as well as the continued success of virtually every organization

are too the big extent determined by power and politics. Organizational power and politics are

related to the management and leadership of any business. On the same note, power and

politics can be a result of either downfall or the success of any organization (Alsalamah, 2015,

pp 206). Simply Deserts understands that organizational management, as well as a leadership

practice, is determined by power and politics within an organization. On this note,

organizational power and politics include people, authority, time, money as well as resources.

Moreover, Ferris and Treadway (2012, p 12) noted that power is enhanced by

organizational culture, managerial positions, social responsibilities, management teams, and

behavior. Politics, on the other hand, involves personal structure, managerial positions,

personal values as well as organizational culture. Therefore, organizational culture is

influenced by organizational power and politics

There are various bases of power and are divided into multiple attributes. They include

a reward power, coercive power, legitimate power, expert power, and referent power. Ul

Abideen (2011 p 205) observed that reward power involves people who can manage the

distribution of rewards among people and they have some special power than others. These

Organizational Behavior 10

people have the power because they provide the value as well as rewards to other people

within an organization. Coercive power involves one’s ability to inflict punishment when

forcing people to do things against their wish. Legitimate power involves a formal rank that

provides means by which resources including knowledge; technical skills are accessed by

other people. Expert power involves superior knowledge and skills possessed by a person.

The strong knowledge and skills that one has about something give them a better level

compared to others who do not. Referent power, on the other hand, refers to as the power that

makes people want to be like their leader because of their attributes or trades (Katzenbach &

Smith, 2015, p7). An excellent example of referent powers includes the celebrities. Simply

Deserts utilizes servant leadership behavioral theory in its leadership theories where the

managers achieve success by becoming servants of the employees. They have a significant

influence on the creation of the vision as well as principles necessary for driving the company

forward.

Politics, on the other hand, is one of the crucial aspects of the organization. Simply

Deserts has come to terms with the fact that politics exist in virtually every business and that

it is futile to avoid it (Driskill, 2018, p 13). The organization has considered politics as an

asset as their strategy execution as well as a natural tool that can bring change to their

organizational culture to achieve overall success. On the same note, the company is aware of

what they are dealing with which is crucial in defending themselves against pushback that can

occur during the execution of strategy. Moreover, the members of the organization are

equipped with a reliable map that guides individuals through the political landscape while

navigating them through the sources of political capital.

Organizational Behavior 11

The managers have to effectively manage organizational politics to ensure that the

team members are working together to achieve a common goal. They have to navigate

through four terrains involved in organizational politics including the weeds, the rocks, the

high ground, and the woods. According to Pettigrew (2014, p 31), the weeds involves good

forces where there is good leadership, but without control, they can undermine the authority

by growing hostile and unwieldy. The rocks are the stabilizing forces especially when there is

a crisis. The high ground involves functional political processes necessary for keeping the

organization in compliance by using incentives, sanctions as well as structures of controlled

systems. The woods, on the other hand, involve duality that provides comfort and safety away

from the frustrating environment.

Simply Deserts fosters a dynamic workplace and understands that internal politics is

not a bad thing when there are friendly rivalries. However, the company ensures that it

controls every action and step in whenever rivalry threatens to get out of control and cause

disharmony (Goetsch & Davis, 2014, p 28). Besides, the organization usually exerts its

influence only when it is necessary which allows individuals to negotiate as well as settle their

differences on their own. If the internal conflict resulted from serious issues that make it

difficult to find an appropriate solution, then an organization is forced to change its culture.

On the same note, everyone in the company is equally treated the managers may have their

personal favorites but are required not to show preferential treatment as will result to playing

field and may cause conflict that can impact organizational culture.

Various factors result in political behaviors. They include individual factors,

organization factors, ambiguous goals, scarce resources, technological and environment and

non- program decisions. Nicolson (2015, p 6) noted that these factors are attributed to

Organizational Behavior 12

negative leadership styles where there is a conflict between the management and the

subordinate. On this note, organizational politics can result in inefficiency and time wastage

as a result of wrong decisions made by some people within the organization. Besides,

distorted decision making can defile organizational performance and the subsequent decline in

productivity. The interest of stakeholders can also be ignored due to politics, and some people

can have their justice disrupted (Benn, Edwards & Williams, 2014). Contrary to politics in an

organization can result in effective decision making, facilitating changes, providing flexibility

for correcting the slowness of various formal methods used to influence individuals while

protecting their rights.

3.0. Conclusion

Holistically this paper discussed the impact of work groups and team as well as power

and politics on organizational culture. Some of the organizational behavioral theories such as

human relations behavioral theory, decision making behavioral theory and servant leadership

behavioral theory provided useful references to the overall discussion of the topic. Simply

Desserts is one of the most successful business enterprises because of its management and

leadership practices that take into consideration every aspect of human behavior that have a

significant impact on organizational culture.

However, it is crucial for the organization to ensure that it is updated on the ever-

changing needs of human resource to adjust organizational cultures and ensure that the

outcome of actual performance is aligned with co-operating culture. Nevertheless, the success

or failure of any organization to a more considerable extent depends on the productivity of

work groups and team as well as power and politics. Therefore, the leaders should ensure that

they positively use their power to influence employees to increase their performance and

Organizational Behavior 13

achieve competitive advantage enhanced by organizational culture.

Organizational Behavior 14

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