HNBS 312 Organisational Behaviour

HNBS 312 Organisational
Behaviour
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TABLE OF CONTENTS
INTROUCTION..............................................................................................................................3
LO1..................................................................................................................................................3
P1 Organisation culture, politics and power influence team behaviour and performance..........3
LO2..................................................................................................................................................5
P2 Motivation theories and techniques........................................................................................5
LO3..................................................................................................................................................7
P3 Comparison between effective and ineffective team..............................................................7
LO4..................................................................................................................................................9
P4 Concepts and philosophies of organisational behaviour........................................................9
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................11
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INTROUCTION
Organisation behaviour is understood to be widely one of the keen aspects within
working parameters where there are larger focus pertained on wider innovative ideas , higher
keen scenarios of workforce growth and higher informative communication aspects. M&S is one
of the biggest brand within fashion retail industry where there are large number of sores, with
varied number of stores and services pertaining larger efficacy aspects governed on higher
innovation. The report will be analysing impact of organisation culture, politics, power influence
on team behaviour and performance operational parameters. Report will be also discussing
content and process theories of motivation, techniques of motivation which widely enhances
larger creative boost and retaining aspects on wider time run. The report further will be
discussing difference between effective teams and ineffective teams, how various aspects of
workings scenarios enables to bring on active growth efficacy within business scenarios. Study
has also potentially analysis where it will be analysing philosophies and aspects of organisation
behaviour at M&S, for dynamic development of growth efficiency among wider domains
(Salari,., Klapman, and Hamel, 2017).
LO1
P1 Organisation culture, politics and power influence team behaviour and performance
The organisation culture plays high importance within working hemisphere for bringing
larger workforce culture diversity and enforcement of larger vision oriented growth among
working scenarios, it can be analysed as one of the highly crucial aspect for keeping up active
innovation among larger scenarios. M&S working culture has been highly smart with diverse
targets to be pertained focus on for keen functional domains, which enhances company goodwill
on higher paradigms.
Handy work culture model:
The Handy company culture has been identified as one of the most innovative cultural
model for keeping up high growth ethical diversity and keeping informative goals active on
varied aspects. Four types of organisation culture are Clan culture, Adhocracy culture, market
culture and hierarchy culture where major elements are symbols, language, norms, and values
within new aspects. There has been high shift towards focusing on diversity aspects where the
major elements of culture are symbols, language, norms, values and artifacts where effective
social possible influences have been widely analysed. Handy culture model also brings before
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higher functional advancement on varied aspects, keen work targets to be attained within new
scale growth arenas and also Marks and Spencer has been competitively working ahead. Team
behaviour and performance are widely promoted with the company working culture to be
dynamic, determined to be pertained on larger scenarios of efficacy and also to be widely
competent on new scenarios (Raley, Meenakshi. and Duzinski., 2017).
Influence of politics
The influence of politics within company business scenarios can be understood to be
highly influencing team behaviour and performance arenas where positive usage of politics
determine work growth aspects, skilled growth among employees scenarios and also vision
developed growth within longer scale. The work domains power enables positive working
bonding on new arenas where on other hand negative politics brings on rational functional
deficiency among employees where there is chaos in ambience. It can be also analysed that
negative politics widely reduces work synergy goodwill of company, demoralises employees
strengths on wider work levels and also to actively bring on higher up scaled growth paradigms.
The impact of politics can be seen negatively on working scenarios within employees where
overall strength is reduced within team work, functional scope to bring on active growth of
creative ideas and also larger scale growth which enhances wider parameters on longer time
frame. M &S aims to bring on higher functional growth within politics working scenario, where
functional goals are built on for keeping workforce retained within longer time scale.
Influence of power:
The influence of power on work growth scenarios can be understood to be widely strong
for keeping innovation active within wider time frame, higher working efficacy scenarios and
also for technical goal diversification on larger domains.
Types of power:
 Legitimate power: The legitimate power is derived from formal power within company
working culture which when used positively builds effective scenario, but negative usage
may impact motivation diversity on varied arenas. There has been high focus to keep
legitimate power at balance within working scenarios.
 Coercive power: The coercive power is conveyed form fact of loosing job, being
demoted and receiving poor performance within projects by power of threatening others
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