Organization and Behavior Assignment - TESCO

Introduction

Organisational Behaviour (OB) is a significant area that deals with the way people behave in a company. It has three dimensions: micro-level (individual), meso-level (group), and macro-level (organisational system). Organisational Behaviour assists in the effectiveness of businesses through the utilisation of some techniques to control workers, which enhances productivity for groups and individuals. Organisational Behaviour synthesises ideas regarding leadership, power, supervision, direction, and management of the work performed by groups and individuals. This report will compare the organisation structure and culture of Capco with Tesco and evaluate how structure and culture influence how well an organisation performs. It will also illustrate how various styles of leadership can be utilised in an organisation and evaluate management theories that can transform the way Capco is managed. Capco is a leading firm in the finance industry located in the United Kingdom, renowned for offering a broad array of services and employing approximately 7,000 employees globally. Capco was ranked as one of the best companies by The Sunday Times in 2013 and is also well recognised for being filled with a substantial number of leading female employees. The report will evaluate how various styles of leadership and motivation theories influence the workplace. Lastly, the study will illustrate group dynamics and behaviour at Capco and evaluate factors that might hinder effective teamwork from occurring.

Task 1

1.1 Comparison of Capco’s Structure and Culture with Tesco

Table 1: Similarities in Structure and Culture of Capco and Tesco

Factor	CAPCO & TESCO
Hierarchical Organisational Structure	Both organisations exhibit hierarchical distributions of power and responsibility, indicating a similar foundational management structure.
Culture	Both organisations cultivate a task-based culture aimed at enhancing employee productivity. Their cultures are also designed to be motivational, supporting both organisational objectives and individual employee growth.
Responsibility	Both organisations share similarities in the roles of leaders, employee management approaches, competitive strategies, and communication channels. Employees are afforded flexibility in managing their work, provided they meet organisational goals within set timelines.
Employee Satisfaction	Capco and Tesco both prioritise efforts to enhance their social and professional image, striving to deliver satisfaction to employees, which in turn strengthens cultural and structural values within the organisations.
Workplace Nature	Capco and Tesco utilise formal presentations for objective attainment and strategic communication, complemented by informal communication to foster a more flexible and responsive culture.

Table 2: Comparison of Structure and Culture at Capco and Tesco

Factor	CAPCO	Tesco
Span of Control	Capco generally supports a flatter, wider span of control. This implies greater empowerment at each level of the organisational structure to manage work, with less frequent direct communication with senior managerial staff. Employees are primarily driven by leaders to achieve objectives.	Tesco typically maintains a taller, narrower span of control. This means fewer employees report to each manager, facilitating more direct communication. There is a more pronounced distance between employees and managers within its hierarchical levels.
Decision Power	Capco operates with a decentralised decision-making approach, where individuals are encouraged to participate in decisions impacting their roles and benefits. This approach fosters greater autonomy compared to Tesco's strategies.	Tesco largely maintains a centralised decision-making structure. The organisation believes this facilitates quicker critical decisions, allowing employees to focus primarily on their assigned tasks.
Leadership Style	Capco often implements a democratic leadership style, actively soliciting input from employees to improve organisational culture and structure, fostering a collaborative environment.	Tesco exhibits a hybrid leadership approach, combining elements of democratic and transformational leadership. While it aims to keep decision-making somewhat centralised for efficiency, there's a growing emphasis on employee involvement and inspiring change. This evolution aims to balance speed with employee engagement.
Structure of the Work Process	Capco often employs a divisional method to allocate work among dynamic employee groups, emphasising flexibility to accomplish tasks.	Tesco typically groups employees for specific purposes and often follows a more bureaucratic structure to achieve goals, ensuring standardised processes across its vast operations.

1.2 Relationship between Capco’s Structure and Culture and Impact on Performance

Capco's culture is greatly enhanced by its intelligent planning and adaptable structure. The company understands that culture stems from the manner in which individuals work and think, and therefore, it has a structure that supports personal development alongside company development. Capco encourages the sharing of power and accountability both horizontally and vertically at all levels, allowing more independence at each level. This strategy creates a responsive and adaptable team that is capable of responding to the changing needs of the organisation. Capco understands that empowered people lead to better work and better-quality results. The company's creative and motivating culture is a key factor behind its success. Individuals are highly valued for their skills and experience, which allow them to define personal objectives that inspire them, among other benefits.

The organisational structure consists of smaller components, making it simple to comprehend what employees require and anticipate. This assists in the development of good plans to aid employees' personal objectives. Capco invests in employee training and development programs to enhance employee abilities and prepare them for job switching and the fast-paced work environment. Further, workplace activities assist employees in expressing their ideas and demonstrating what they can do, providing management with a clearer picture of their potential. Flexible modes of communication enable employees to simply contact management, assisting in developing a better goal-oriented culture. Individual performance is checked regularly to understand how every individual contributes to the overall success of the organisation, ensuring rewards and appreciation are distributed fairly. Rewards and compensation also enhance employee interest and abilities at work.

Capco makes sure that its plans and rules are clear from the beginning of a job, which reduces the need to explain actions related to procedures and rules. This clarity encourages workers to do their best. Leaders should work kindly with employees and must help answer questions and fix work problems. Good group rules help everyone show up to work regularly, do their jobs honestly, and trust one another. As a result, when individual performance improves, it helps the whole organisation do better.

1.3 Determinants of individual behaviour in CAPCO

Employee work behaviour is largely influenced by numerous factors, including their skills and potential, work orientation, perspective of looking at things, background, and the manner in which they lead their lives.

a. An employee's ability and experience: This is among the strongest determinants of an individual's behaviour in the workplace. Capco, as well as other leading companies, seeks employees who are efficient and skilled, who can carry out operations in innovative ways. Therefore, what employees can do and their experience are significant in determining their actions and roles. Capco seeks individuals with initial knowledge that can be moulded to suit company objectives and evolving area requirements.

b. Demographic Factors: Demographic factors such as gender, background, beliefs, and race still influence behaviour at work. Demographic factors might influence how comfortable an employee is or how ready they are to grab opportunities, despite the fact that Capco would wish to offer equal opportunities and promote diversity. For instance, an employee will not accept a supervisory position due to strong cultural beliefs or background assumptions. Contemporary organisational psychology acknowledges these influences and attaches importance to the significance of creating inclusive environments that minimise bias and enable all employees to thrive regardless of background.

c. Positivity: There is a need for a positive attitude to enable employees to be motivated towards working and personal goals. What a person feels about his or her job and how the company is structured has a significant impact on how they conduct themselves in the workplace. A negative attitude can depress performance and skills, while positive employees usually do their best and meet goals. Positive employees are essential in Capco, as they allow the company to achieve a cooperative company culture and structure.

d. Perception: Perception is the ability of an employee to know and comprehend how the company functions and its issues. Better perception results in better work output since it identifies and corrects errors as well as increases productivity in a designated time frame. Capco values employees with good problem-solving skills, which encourages them to work towards excellence and be involved in decision-making, thus better and creative solutions.

e. Personal Presentation: This is the way an employee presents themselves at the workplace. Management always observes the way an employee behaves and presents themselves at the office. Employees who are respectful and of good personality are generally regarded as good employees, which can lead them to be promoted to higher posts where they can represent the company in a good manner both inside and outside. An employee's personality reflects their attitude towards their job and the services they provide at the workplace.

Below is the revised work for Task 2 using the latest data without changing the length and quality.

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Task 2

2.1 How Well Various Types of Leaders Execute at CAPCO and TESCO

Leadership plays a highly significant role in the way any organisation works. It assists managers in directing their employees to utilise their abilities in the best possible way. At Capco and Tesco, the way things work depends largely on the way their leaders work and lead. Leaders are responsible for motivating employees to work efficiently and handling them according to what is required. Effective leadership styles assist leaders in recognising and meeting their employees' needs promptly. The role of the manager is largely to handle employees to achieve maximum productivity and to keep good relations with them. In the subsequent section, we will observe the way various leadership styles operate in Capco and Tesco.

a. Autocratic Leadership Style: Traditional autocratic leadership entails top-down decision-making without the participation of employees. This is less prevalent in large contemporary companies, but some of its aspects still appear in specific situations. In Tesco, overall leadership is mostly democratic and transformational. Yet, there are situations, particularly in disorganised retail operations or crisis response, where rapid decision-making with the involvement of a few leaders is required. This allows the company to react rapidly and keep things running, so lower-level staff can attend to their work instead of lengthy decision-making processes. Similarly, for Capco, which is built to produce accurate solutions for clients, senior management may, in some cases, make expert-led decisions to ensure things are done properly and respond to the needs of clients, particularly during critical project phases. Yet, this style is often complemented by other styles in order to enable new ideas and employee participation.

b. Democratic Leadership Style: Capco employs a democratic leadership style widely to encourage employees and take their suggestions. The style comprises sharing work and empowering teams with authority to utilise resources efficiently, boosting employee satisfaction and making employees responsible. Capco's culture is rooted in "little hierarchy" and encourages an "entrepreneurial mindset," which is in line with democratic conceptions wherein employees feel their organisation is "theirs to own and operate." Democratic leadership has been employed extensively by Tesco as a fundamental aspect of its management. The style is observed in the decentralised decision-making wherein employees are listened to and their suggestions are sought, particularly at the middle management level. For instance, frequent sessions are conducted for employees' development, new technologies are adopted, and a sense of belongingness is developed wherein employees feel valued and are involved in boosting efficiency and maintaining good relations.

c. Transformational Leadership Style: Capco adopts a transformational leadership style to achieve effective teamwork and the success of its objectives. This style enables managers to bring staff together, align them with a shared vision, and encourage them to deliver on time. This style enables the management to introduce the varied skills of multi-skilled employees on varied assignments, which fosters innovation and development. Capco encourages ongoing learning and encourages staff to "develop their passion," which is consistent with transformational leadership. Tesco also adopts a transformational approach by developing the skills of employees and giving them tasks that require good teamwork. Tesco CEO Ken Murphy is known to display "digital-age transformational leadership," which combines strategic planning with technological innovation while remaining committed to democratic values. This style fosters an innovative culture and open discussion about future plans, connecting company strategy with the goals of individual employees.

2.2 Organisational Theory Forms the Basis of Management Practice

Organisational theory plays an important role in good management. It helps to improve employees' performance as well as the attainment of company goals. The theories explain what managers do and how they make employees work, often emphasising skills acquisition through training. The following theories are directly relevant to Capco's management practice:

a. Human Relations Theory: According to this theory, employees perform well when they are in a caring team that they are fond of. Capco appreciates the capabilities and needs of its employees, attempting to lift their spirits by engaging them in decision-making. When employees participate in decisions, it generally leads to improved work, greater employee loyalty, and improved employee-management and employee-employee relationships. Good working conditions, as required by this theory, motivate employees and make them more effective in achieving management objectives. The central principle of Human Relations Theory is the development of human potential with the intention of making employees more efficient and improving company productivity. When employees are in stable teams, it produces good relationships, and team performance is improved. Capco adheres to Human Relations Theory by providing individual attention, recognising needs and desires, and motivating employees. Providing bonuses or good benefits, for example, is intended to lift employee spirits and engagement.

b. Scientific Management Theory: Capco applies principles of Scientific Management Theory to optimise efficiency and stretch employee talent as far as possible. The rigid 20th-century version of the theory (Taylorism) is less prevalent now, but its overall aim of reducing waste and optimising output is still relevant. Now, it is a matter of allocating work in a systematic manner, setting clear objectives, and monitoring performance. This theory enables managers to collect and evaluate performance indicators, generally in the form of figures, so that they can see how each employee is working and how to optimise the processes. This emphasis on figures serves to optimise workflow and deliver tasks efficiently and on time.

In short, Capco uses both Human Relations Theory and the theory of Scientific Management to accomplish its goals. Human Relations Theory takes into account how employees behave, are motivated, and stay healthy in the workplace. Scientific Management helps to improve performance and efficiency. Capco combines these theories to prosper in general terms.

2.3 Other Ways of Handling Emails

Capco employs various management techniques to assist in making sure operations are successfully completed and achieve established objectives. These techniques provide managers with directions on how to address worker issues and optimise workers' productivity. The following are the key techniques employed for effective management:

a. Human Relations Approach: This is the approach taken by Capco and Tesco, but not in the same way. Capco motivates its employees by offering diverse services and benefits such as flexible working hours, career development opportunities, and a friendly environment that respects every individual. This approach is meant to satisfy the emotional and professional needs of employees and make them feel respected and motivated to work. Tesco is also concerned with employees being satisfied and offered a friendly environment, with good benefits and work-life balance being promoted. Although the original text may indicate that Tesco may have a leaning towards tasks to prevent a "comfort zone," Tesco culture today is more about empowering employees and fostering an environment where they feel respected and nurtured, believing that this results in enhanced performance rather than reduced efficiency. This approach recognises that an encouraged and supported team is crucial to achieving organisational objectives.

b. Contingency Approach: This is significant to allow management to regulate operations in a flexible manner, which assists the firm to expand. It assists managers in observing and responding to internal and external circumstances. It facilitates the evaluation of technology needs and demonstrates how to address various circumstances with accessible resources effectively. The contingency approach posits that employee conduct and management techniques must vary with the situation. It assists managers in observing their own performance and adjusting accordingly. For instance, a manager overseeing a number of teams can schedule regular meetings with the team leaders to comprehend and resolve issues, rather than attempting to talk to each individual daily. These flexible measures are crucial to observe employee performance and to facilitate effective problem-solving in various environments.

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Task 3

3.1 The Effect of Various Leadership Styles on Motivation During the Transition Phase

Leadership is one of the most important competencies of an organisation that allows the empowerment, motivation, and facilitation of employees, thus concentrating their efforts on organisational effectiveness and goals. A leader is a person who is able to implement positive change among the workers. Leaders use various leadership styles to lead, implement strategies, and energise employees. Successful employees' motivation is highly essential for the effective and efficient accomplishment of organisational goals and objectives. Motivated employees perform their job with the highest possible dedication and commitment to the attainment of set targets.

In times of change at Capco, various leadership styles have played a crucial role in influencing the motivation of employees. It is said that employees are resistant to organisational change. The leadership styles, such as autocratic, democratic, and transactional, employed by Capco in times of change have played a crucial role in the acceptance of change by the employees. These styles assist in mitigating the fear of employees against change and compel them to accept such changes optimistically.

The autocratic leadership style, utilised by Capco at times of tremendous change, is most effective in situations where speedy and swift action is called for, thus providing firm adherence to new policies in the absence of instant dissent or opposition from the employees. In situations where a speedy and collective reaction is called for, this style ensures the speedy implementation of change in the overall organisation. Current organisational behaviour studies, however, confirm that a sole autocratic style will yield low employee morale, reduced creativity, and stronger resistance in the long term if not supplemented with other styles. Even though employees may feel they have "no choice" but to implement changes, the long-term impact on their motivation and participation can be negative if their inputs are constantly overlooked.

The democratic leadership style is essential in times of change at Capco because it inspires employees by promoting participation. This style enables workers to give their opinions on adjustments to change freely, thereby promoting open communication. This type of environment encourages a positive attitude towards change among Capco's employees and discourages resistance. When employees believe that their voices are heard and that they are included in the decision-making process, they are likely to embrace and grasp change, resulting in high satisfaction and commitment. This corresponds with Capco's focus on establishing an open environment and employee ownership, which is extremely useful in times of change.

The transactional leadership style, utilised by Capco during transition, motivates employees through a reward system and, where necessary, corrective action or punishment. The system creates a positive change in attitude among the employees to function efficiently and effectively according to new instructions. By defining exact expectations and linking performance to tangible rewards (e.g., appreciation and bonuses for prompt adjustment) or punishment for deviation, transactional leaders create a cut-and-dried behavioural model during transitions. While the style is effective in achieving tangible, short-term compliance and performance goals, its impact on internal motivation and creativity in the face of constant change over the long term necessitates balance with more transformational elements.

3.2 Comparative Analysis of the Application of Two Motivation Theories in the CAPCO Organisation

Motivation is essential in improving the performance and productivity of Capco's employees. Motivation is the process of energising employees to work towards company goals and objectives, thus directing their behaviours. Psychological factors such as job satisfaction, career growth, and monetary rewards are major factors in energising employee behaviours. Many theories of motivation exist that explain the energisation of human behaviour. In Capco, Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory are two major motivational models used to energise the employees.

Maslow's Hierarchy of Needs Theory

Abraham Maslow established his hierarchy of needs in 1943, offering a systematic framework of the explanation of human motivation. His theoretical framework is a pyramid composed of five broad human needs: physiological, safety, love and belonging, esteem, and finally, self-actualisation. Maslow theorised that these needs must usually be satisfied in a step-by-step manner to determine human behaviour. Capco utilises this theoretical framework to maximise the motivation of its employees by systematically satisfying these needs.

Physiological Needs (Basic Pay, Working Conditions): Capco provides fair compensation and a comfortable working environment, satisfying employees' physiological needs of survival and health.
Safety Needs (Employment Security, Benefits): Capco provides employment security, good health benefits, and stable work, fulfilling employees' physical and economic safety needs.
Love and Belonging Needs (Social Connection, Teamwork): Capco is a transparent and collaborative company with a teamwork and social culture, satisfying the social connection and belonging needs of employees.
Esteem Needs (Status, Recognition, Achievement): Capco offers employees a chance to get recognised, professionally grow, and receive challenging work, making them feel a sense of achievement and respect. Being a "best company" and "top female employees" ranked is a direct reflection of this.
Self-actualisation requirements (Personal Growth, Accomplishment): Capco promotes ongoing learning, professional growth, and employee opportunities to realise their full potential and do what they love, fitting the highest form of self-actualisation.

Capco creates different strategies to properly identify and meet the needs of employees at every level to enable them to work more effectively and efficiently, resulting in high organisational productivity.

Herzberg's Two-Factor Motivational Theory

Frederick Herzberg's Two-Factor Theory, also known as the Motivation-Hygiene Theory, posits that there are certain factors within the work environment that create job satisfaction or job dissatisfaction, and these two categories of factors are separate from each other. Capco uses the theoretical framework to maximise employee motivation by focusing on both hygiene and motivational factors.

a. Hygiene Factors: These are needed in the work environment to avoid dissatisfaction among Capco's workers. Their absence might result in dissatisfaction, but their presence will not automatically result in high motivation. Hygiene factors are:

Physical Working Conditions: Encouraging a supportive, safe, and well-organised work setting.
Compensation and Benefits: Providing competitive wages, bonuses, and overall benefits packages (e.g., medical care, retirement plans).
Employment Stability: Acquiring stable employment prospects and well-established career avenues.
Company Administration and Policies: Ensuring equitable and transparent policies and the application of effective administrative practices.
Supervision: Providing effective and constructive management.
Interpersonal Relationships: Creating healthy working relationships between staff and their managers.

b. Motivational Factors: These are fundamentally the driving force in creating job satisfaction and improving the level of motivation among Capco's employees, leading to effective and efficient goal achievement. Motivational factors are:

Success: Facilitating workers to accomplish difficult tasks and projects.
Recognition: Seeing and valuing the efforts and achievements of employees. * The Work Itself: Maintaining the work stimulating, challenging, and meaningful.
Responsibility: To assign responsibility and independence for tasks to employees.
Opportunities for Advancement/Promotion: Providing clear avenues for career advancement within the company.
Individual Development Opportunities: Enabling continuous learning, skill development, and career development programs. Capco's approach to providing training and development classes and encouraging employee idea expression is consistent with the focus on these motivational drivers.

3.3 The Need for Managers to Know and Apply Motivation Theories at Work

Motivation is one of the most critical mechanisms that guides employees' perception and behaviour towards the achievement of organisational goals and objectives. For any organisation, and for Capco, the process of motivation is critical because it helps guide and satisfy the employees' needs, hence enhancing and boosting their level of production. Employees are the most critical asset of any organisation and are the most crucial component for the attainment of its objectives. Proper motivation of the employees is necessary for any organisation to make itself viable in a competitive market. Therefore, the managers must have a good understanding of motivational theories and apply them in the work environment accordingly.7

Current studies always present a remarkable correlation between organisational performance, employee motivation, and job satisfaction. When internal components, like Capco's human resources, are satisfied and engaged, this naturally influences the achievement of external outcomes, like customer satisfaction and business performance as a whole. Managers have a unique position in the company that places them in close proximity to employees. It is necessary that they evaluate motivational theories critically so that they can be properly applied in increasing employee productivity. A wrong understanding of motivational theories may lead to ineffective employee motivation methods, which may lead to disengagement, low productivity, and increased costs. Various motivational theories have different ideas and must be used according to the individual circumstances and context of an organisation. For example, if a manager uses only financial rewards to encourage employees without considering other important factors like appreciation or career development opportunities, this may lead to an undeserved increase in organisational expenditure without guaranteeing long-term motivation. The manager has the responsibility to choose factors that bring genuine job satisfaction to the employees, increase their engagement, and contribute to greater productivity, all without spending too much in excess for the organisation. This requires a high-level understanding of individual needs and the ability to adjust motivational methods accordingly.

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Task 4

4.1 Characteristics of Groups and Group Dynamics at CAPCO

In any organisational environment, there exist two primary forms of groups that play a critical role in its operations and the success of business goals: formal groups and informal groups. Both are crucial in Capco in facilitating the conduct of business operations as per the provided framework and organisational culture. Team members tend to develop a reliance on one another to achieve their individual responsibilities.

Capco's formal groups are intentionally designed by senior management, usually replicating the organisation structure, collective expertise, and specific functional needs. Their conduct is usually guided by the overall organisational objectives and specified procedures. For example, formal groups in Capco, such as the Accounts Department or Specialised Consulting Teams focusing on a particular financial product, work within defined hierarchical frameworks, adhering to specified procedures in order to achieve departmental and organisational objectives. The degree of communication and coordination among members of these formal groups is high since members are obligated to actively perform their allocated tasks to achieve specified targets. This systematic process is within Capco's formal groups a central element to success and a healthy, positive work environment, which assists in sustaining strong inter-departmental relationships. Other formal structures within Capco include project-oriented committees and task forces formed for a particular client engagement or internal strategic projects or initiatives, following a specified process to adequately achieve their objectives.

Informal groups are not formally organised or authorised in the formal organisational hierarchy, however. These groups emerge spontaneously among the employees in the workplace, often in response to common interests, common backgrounds (e.g., language, religion, or hobbies), common work support needs, or merely a need for social interaction. For instance, employees with common interests might get together during break times, thus forming informal networks to provide social support or practical advice. While these networks are not formally created by Capco, they are often known and tolerated by the management. Informal groups significantly influence organisational behaviour; more coordination among individuals from different departments, enabled by these networks, can improve the work culture, flexibility, and overall environment at Capco. This informal networking is useful to promote a more object-oriented mentality since it allows more unstructured information exchange and speeds up problem-solving through unofficial channels.

4.2 Barriers and Facilitators to the Development of Productive Teamwork

Teamwork is a vital aspect of any company that aims to achieve an effective working culture, maintain working practices according to benchmark standards, and achieve its strategic objectives. Capco, being a top financial company, provides quality services mainly through the combined efforts of its heterogeneous teams. A study of teamwork at Capco has identified numerous factors that inhibit as well as enable effective team building:

Characteristics That Foster Teamwork:

1. Communication: Encouragement of open-ended, direct, and transparent communication is key to the working of productive teamwork collaboration. Capco's staff is encouraged to value different viewpoints and to facilitate each other's work through working communication. Department heads and Human Resources actively organise meetings, workshops, and team-building activities to develop interaction among staff and diverse teams, contributing significantly to a teamwork-based culture. Furthermore, encouragement of open discussion and seeking input in the decision-making process at Capco further fosters this teamwork-based culture, with positive repercussions for organisational behaviour and the working strategies employed to obtain goals.

2. Leadership: Leadership is crucial in building and managing successful teams. Capco leaders encourage employees and foster teamwork through the coordination of work in the team, especially in meetings. Leadership is key in enabling teamwork through the development of enthusiasm, reducing tension, generating self-confidence, and enhancing emotional maturity in team members. This way, integrity in teamwork is maintained and significantly enhances contribution to teamwork. For instance, managers at Capco lead teams by focusing on individual and team requirements, allowing them to participate in organisational planning, hence achieving goals more confidently and professionally.

Reasons that Hinder Teamwork:

1. Group Size: It is difficult for management to determine an optimal group size. While the strength of a group is likely to grow with more members in the group, very large groups always introduce complexities and problems that discourage effective collaboration. In most cases, cohesive small groups are preferable to large groups. Large groups within Capco, for example, might be prone to decision-making challenges because individual members have diverse opinions, which can lead to conflict situations or create "social loafing," a situation where effort from individuals is reduced. Moreover, possible conflict among individual goals in informal groups and formal team goals sometimes discourages collaboration in general.

2. Lack of Specific Roles/Goals: If the members of the team are not specific regarding their individual job, role, or team goals, it can result in confusion, reduplication of effort, or failure to accomplish goals, significantly inhibiting effective teamwork.

3. Trust Deficit: The absence of trust between team members and between team members and managers can significantly hinder collaboration, communication, and mutual support among themselves, thereby making effective teamwork not easy to attain.

4.3 Evaluation of the Impact of Technology on Team Performance

Modern organisations are defined by increasing reliance on technological developments to enhance effectiveness and facilitate cooperation. Various technological resources such as electronic mail, wireless communication units, and sophisticated computer systems are an integral component of Capco's operations. Technology-based platforms facilitate effective and timely communication among Capco staff, which is critical in the management of organisational operations to facilitate a seamless operations flow. For optimal team performance to be attained, seamless communication and information flow among key stakeholders are critical for daily operations as well as strategic planning activities.7

Capco employs advanced communication and finance technology solutions to monitor its cross-border operations and evaluate employee performance, thus having a positive impact on work processes. For example, Capco management has implemented integrated communication platforms (in addition to the conventional email to include interactive platforms like Microsoft Teams, Slack, or other industry-specific platforms that facilitate direct communication among employees, thus enabling effective team leadership and provoking mutual communication within the organisation. Such innovation enhances employee sentiment evaluation, influences operation-level decision-making, and facilitates hybrid or remote work arrangements.

The application of technology with a purpose significantly reduces time and effort otherwise spent on conventional approaches. Mobile communication allows unparalleled flexibility and connectivity, allowing people to communicate regardless of where they are located. Further, personal computing equipment, together with cloud-based applications and customised software, allows employees to automate work, digitise work, and optimise individual productivity and work output quality. This technology adoption allows Capco's flexible client servicing and intra-organisation collaboration, allowing teams to easily respond to changes in the marketplace and client needs.

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Conclusion

This study has highlighted the major role played by organisational behaviour in work processes and operational management, especially with regard to strategic goals. The report provided a comprehensive overview of the structural and cultural contrasts and similarities between Capco and Tesco, and an identification of major factors influencing individual behaviour. The report also analysed a range of motivational and management theories, especially emphasising the major importance of leadership in business planning and resource allocation to encourage positive organisational behaviour. The report also provided a comparative analysis of Maslow's and Herzberg's theories of motivation and analysed the nature of formal and informal groups at Capco, which directly impact teamwork. Finally, the study explained the factors encouraging or discouraging effective teamwork and emphasised the revolutionary role played by technology in teamwork.