Unit 3 Organisations & Behaviour Assignment

Organizational behavior (OB), which is quickly growing in today’s business environment, is essential to navigating the complexities of today’s modern workplace. Unit 3 of the Organizations and Behavior Assignment provides a comprehensive overview of key concepts, such as group dynamics, corporate culture, communication patterns, motivation theories, and leadership styles. Using sources from a range of academic disciplines, including organizational studies, sociology, psychology, and anthropology, this paper investigates the relationships between and effects on organizational performance. By examining real-world examples and research findings, we offer practical strategies for increasing employee engagement, fostering creativity, and attaining long-term success in dynamic business situations.


Unit 3 Organisations & Behaviour Assignment serves as a cornerstone for understanding the intricate dynamics of organizational behavior in today’s business world. As organizations grapple with rapid technological advancements, shifting market trends, and diverse workforce demographics, the study of OB becomes increasingly essential for achieving sustainable success. This article provides an in-depth exploration of Unit 3, shedding light on key concepts, theoretical frameworks, and practical applications that shape organizational behavior and performance.

Understanding Unit 3 Organisations & Behaviour Assignment:

Organizational Behavior (OB) is a multidisciplinary field that encompasses the study of human behavior within organizational settings. Rooted in disciplines such as sociology, psychology, anthropology, and management studies, OB seeks to unravel the complexities of individual, group, and organizational dynamics. By examining the interplay between human behavior and organizational systems, OB offers insights into enhancing productivity, fostering innovation, and optimizing organizational performance.

Key Concepts Explored in Unit 3 Organisations & Behaviour Assignment

Leadership Styles:

Leaders can either turn around or down the organizational performance. A similar influence is observed in leadership structure and mode of existence. Every 3 weeks the third unit begins by conducting a review of Leaders’ unique behavior patterns and the tangible or intangible effects brought on to organizations. Non-democratic leadership is the management style of monopolistic decision-making and agents of the workforce.

Which limits the implementation of democratic leadership of participation in decision-making and workers with power. In contrast to the intent behind Transformational Leadership, which is motivating and empowering workers for higher ranks and superior outcomes, it is against the traditional notions of management. On the other hand, there are the managing approaches which have evolved to cater to the needs of the company and meet the respective goals.

Motivation Theories:

Motivation more than any other factor comes to the top of consideration in the engagement and performance of employees. The third unit puts forth an array of motivation theories that tend to offer insight into the phenomenological aspect of people’s effectiveness. Abraham Maslow’s theory of the Hierarchy of Needs sees humans as limited by a hierarchy of needs, starting with physiological ones and progressing to self-actualization.

As per Hygiene Factors Theory, attributed by Frederick Herzberg, there exist factors that make people feel satisfied rather than motivated or dissatisfied enough to undermine them. Douglas McGregor’s theory of X and his theory of Y would describe the different motive patterns, with theory X blaming the employees for their low production (assumptions that employees are inherently lazy and require outside control). On the same note theory Y is a positive correlation i.e. employees are looking for opportunities where they can contribute in a better manner to the organization.

Communication Patterns:

The essential communications consist of interactions, negotiations, and the sense of being together within the same institution. The third unit deals with various group interaction methods and ways for organizations to employ them to improve interaction dynamics. De Shannon-Weaver Model which is likely the most illustrative of the communication structure, consists of well-defined points which are the Approach, Transmission, and Interpretation of messages that are comprehensive allowing massive communication to take place.

Furthermore, the Sides of the Johari Window again stress that disclosure and discussion lays the groundwork for recall, working memory, and common knowledge among the group’s members. Through providing overt communication channels and keeping an ear to the ground on employees’ perceptions, companies may know to adapt in time, elude misunderstandings, and create a better work environment.

Group Dynamics:

The teams are infrastructural elements for the achievements of firms and their interaction strongly can lead to individuals’ behaviors and organizational outcomes. Unit 3 Organisations & Behaviour Assignment discusses several agency aspects that are to comprise entrepreneur creation, cooperation, opportunities creation, and final decision-making. The tiers of the business team-building process (forming, storming, norming, performing, and adjourning) which were initially proposed by Tuckeman became the framework that explains the employee dynamics of a firm as they evolve.

Additionally, the social identity hypothesis implies that a person can feel a sense of identification and belongingness due to affiliations to such institutions and this may result in a shaping of the behaviors and attitudes of members of other groups. Through these records, the leader can help organize the teams and lead them to the best decision. Also, sharing of the information helps to avoid blame games and to identify the best solutions for the business.

Organizational Culture:

A transformational way of life in a company is the collection of beliefs, norms, customs, and philosophical convictions that define the agendas of people in such an enterprise organization. Unit 3 Organisations & Behaviour Assignment delves into the various aspects of organizational culture such as shaping the culture of the organization, keeping it intact, and changing it and the associated outcomes on employees’ morale, productivity, and organizational success as well.

Edgar Schein, in his theory concerning what he calls organizational ‘way of being,’ categorizes organizational artifacts, visible through dress code and office layout, and unconscious values and assumptions, which behaviorally and cognitively shape organizational programs. Also, Charles Handy illustrates, utilizing his time-tested typology of the organizational manners of life.

Electricity society, rank culture, work society, and private individual culture – one of the type strategies for authority, form, and decision-making functions within enterprises. Through the establishment of a solid, effective culture of the organization which directs the values and objectives of the business, organizations can improve the attention of workers, high-level talent, and long-term growth.

Understanding and controlling organizational behavior in the fast-paced business environment of today is made possible by the unique insights provided by the Unit 3 Organizations & Behavior Assignment. Organizations can maximize the potential of their human capital and promote sustainable growth by investigating important ideas including group dynamics, organizational culture, motivation theories, leadership styles, and communication patterns. The concepts explained in Unit 3 provide a framework for companies to follow when they manage the difficulties of a more complicated global marketplace. This framework encourages innovation, improves employee engagement, and leads to long-term success.


Stygar, J., et al. (2009). Organizational Behavior: Key Concepts and Applications. Pearson Education.

Schein, E. (1992). Organizational Culture and Leadership. Jossey-Bass.

Handy, C. (1993). Understanding Organizations. Penguin Books.

McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.

Herzberg, F. (1959). The Motivation to Work. Wiley.

Maslow, A. (1943). A Theory of Human Motivation. Psychological Review.

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