Organisational Behaviour and Performance

This assignment provides an in-depth examination of organisational behaviour, power, and politics as they relate to performance and success within an organisation. It explores different theories of motivation, including instrumentality, valence, and expectancy theory, and how they can be applied in a real-world setting such as Marks & Spencer (M&S). The document also references various academic sources, providing a comprehensive understanding of organisational behaviour and its impact on performance.

ORGANISATION
CULTURE AND
WORKFRORCE
MOTIVATON

Table of Contents
INTRODUCTION ..........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Identify how culture, politics and power influences individual, team behaviour and
performance of an organisation...................................................................................................1
TASK 2............................................................................................................................................4
P2 Evaluate how content and process theory of motivation enable effective achievements of
goals............................................................................................................................................4
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
Organisational culture is the underlying belief values, ways to interact and assumptions
which contributes in physiological and social environment of a company. It involves experience,
philosophy and expectations of an organisation along with basic values which guides the
behaviour of members. Culture is defined as shared custom, belief, attitude and rules which have
specified over time (Bissell and Dolan, 2012). Motivating workforce is a challenging work as it
can results into negative outcomes if appropriate methods and techniques are not adopted. This
assignment is written in context with Marks & Spencer which is a UK based multinational
retailer, situated in Westminster, London. Company specialise in offering home and food
products and clothes. This report will cover influence of culture, politics and power on
organisational performance along with different motivational theories which helps in achieving
goals.
TASK 1
P1 Identify how culture, politics and power influences individual, team behaviour and
performance of an organisation
Organisational culture:
Organisational culture includes behaviours and values which contributes to social &
psychological atmosphere of a business. It impacts the manner in which individuals interact and
information is shared among workforce. Organisational culture can be well explained on the
basis of Handy's typology which is mentioned beneath:
Handy's typology: As per Handy's model, there are four kinds of organisational culture i.e.
power, role, task and person culture. These cultures are different form each other in their value
and power authorization.
 Power culture: In this kind of organisational culture, power remains in the hand of few
individuals and only those persons are allowed to take decisions. These people delegate
responsibilities to other people according to their preference. Due to this, opinions of
staff members are not considered in a sincere manner. This results in reduced working
productivity of employees as an individual and team due to which overall performance of
a company will decrease (Carlos Pinho, Paula Rodrigues and Dibb, 2014). This culture
theory will benefit M&S in taking fast decisions.
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 Role culture: It is a culture in which roles and responsibilities are given to employees in
accordance with their specialization and qualification. This will allow the employees in
M&S to deliver their work duties in an organised manner. As work will be given
according to roles, teams and individual employees will deliver their best performance.
This will results in enhanced organisational performance. If M&S will adopt role culture
and roles were not defined properly, then company may have to face heavy loss of
revenues due to mismanagement of work (Elsmore, 2017).
 Task culture: This organisational culture is suitable in those conditions when teams and
groups are formed within a company to solve an issue or achieve a specific target. Here,
people having common interest are teamed up as a group. This culture assists individuals
and teams to perform their best performance as tasks are allotted in accordance with their
interest. If tasks will not be assigned according to interest of workforce then this culture
will fail and company will face low productivity and performance level.
 Person culture: In this culture, employees consider themselves superior than the
company due to which they are more concerned about themselves rather than achieving
organisational goals. In case of M&S, individual performance will be high for this culture
but team performance will not be appreciable and all the work will be carried out in an
individualistic manner. This culture can reduces the overall productivity of M&S, as
company is operating worldwide and requires work in a coordinated & unified manner.
Organisational power:
Every organisation consists individuals which exercises high or less degree of power.
Organisational power considerably defines the organisational behaviour of a company. Different
kinds of powers are mentioned beneath:
 Legitimate power: It is also known as positional power. In this type, power is given to
an individual according to the position or title. Employees subordinate to that individual,
have to follow all the orders given (Kitchin, 2017). This is a bureaucratic kind of power,
but if implemented properly will benefit the company in taking quick and precise
decision. Due to which, individual and team performance of employees within M&S will
improve.
 Expert power: It is based upon skills, talent and experience of an individual. This power
can impacts M&S in negative way if not implemented properly. In case if M&S wishes to
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achieve a desired objective, this power is the most suitable to implement. If employees
will deny the orders of experts then this will results in reduced working performance and
productivity for company. Implementation of this power will decide its impact on
individual or team performance.
 Referent power: It is based upon interpersonal relation that an individual builds with
other individuals within a company. People having referent power will be liked and
respected by other. In case of M&S, employee will prefer to listen that person who will
posses referent power. Appropriate guidance will results in improving individual and
team performance of employees (Mahembe and Engelbrecht, 2014). If individual with
reference power will not be able to guide workforce properly, then it can results in loss of
revenue and profitability.
 Coercive power: In this power, manager of a firm can punish or threat employees to
achieve organisational objective or success. This power is abusive and results in reduced
working morals of workers due to which team performance and overall performance of
workforce in M&S will decreases. But this power is helpful in dealing with those
employees which are not interested in performing their work sincerely.
 Reward power: It is based upon the capability of an individual to allocate benefits,
promotions, bonus, appraisals and incentives in an organisation. This power will motivate
the staff in M&S to deliver their best performance as an individual and team. By this
overall performance of company will improve. If reward power will not be implemented
in a transparent manner, can results in grievances and issues due to which working
environment of company will disrupt.
Organisational politics: It is defined as the unofficial and informal concepts & regulations
which influences the working of an organisation. An effective organisational politics doesn't
aims towards achieving outcomes at any cost but to attain results while sustaining healthy
relationships (Millar, Hind and Magala, 2012). It can either be positive or negative in respect
with a company. Depriving of political awareness and skills can results M&S to face
bureaucratic fights and destructive power struggles. This will reduces the overall productivity
and performance of company along with denial of innovative concepts. Other than that,
organisational politics will benefits M&S in allying employees with like minded people due to
which organisational resources will be used optimally. If implemented and managed properly,
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organisational politics will assists M&S in removing cases of harassment, partiality and gender
biasses.
TASK 2
P2 Evaluate how content and process theory of motivation enable effective achievements of
goals
There are two kinds of motivational theories i.e. process theory and content theory.
Content theory addresses which factors encourage people whereas process theory will specify
how individuals will be motivated. In respect with M&S, these theories are mentioned below:
Maslow theory of motivation: It is the earliest content theory associated with motivation
and states that if lower needs of employees will not be given preference, fulfilment of higher
needs is of no use. Theory theory is divided into five parts which are defined below:
 Physiological needs: It involves basic human needs like air, food, water etc. if these
needs of employees will be given consideration, they will feel motivated to deliver their
best performance by which it will became easy for M&S to achieve their organisational
goals and objectives (Norton, Zacher and Ashkanasy, 2014).
 Safety and security: It is associated with the safety of employees form fraud,
termination or suspension. Of employees in M&S are ensured about their job tenure, they
will work comfortably due to which all activities and business operations of M&S will be
performed in an profitable manner.
 Belongingness and love: If individuals feel isolated at workplace, this will reduce their
working potential. Hence, it is essential for employees in M&S to work in a unified
manner and accepts everyone as a part of company. By this, grievances among
employees will reduce and they will deliver their best performance,. This will helps in
enhancing profitability and objective achievement.
 Self-esteem: It means being appreciated, respected and valued by other. To work in a
desired manner, it is important for a person to gain love and respect so that motivational
level of a person will increase while performing business duties. This will helps in
accomplishing tasks in a proper manner due to which M&S will attain high profitability
(Smith and O'Sullivan, 2012).
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 Self-actualisation: It defines desire of a person to grow and develop further. This need
motivate and encourages a person to perform their best performance in order to sustain a
firm career. Due to this, work and operations in M&S will be accomplished in a timely
manner.
Vroom's expectancy theory: This theory laid focus on the process rather than the content. This
theory is aimed to explain the manner in which an individual chooses form available alternatives
and actions. There are three factors associates with it which are mentioned below:
 Expectancy: It denotes belief of a person that high efforts will helps in achieving success
in a desired manner. If employees in M&S will work hard then they will feel moe
motivated in achieving organisational goals and objectives due to which company will
attain high profitability.
 Instrumentality: This factor stated that there is a connectivity between goal and activity.
Performing well will helps in achieving rewards and benefits. This will motivate the
employees in M&S, to work well so that they can gain bonus, incentives and benefits. By
this, overall productivity of firm will enhance (Wood and et. al., 2012).
 Valence: It is associated with the extent to which an individual values the rewards and
success. If workforce in M&S wants to attain rewards and success, they need to work
hard. Working hard will benefits the company in accomplishing objectives and targets
within allotted deadlines.
CONCLUSION
From above mentioned report, it can be concluded that culture, power and politics lads an
considerable impact on the performance and success of an organisation. Organisational
behaviour of a company defines its working atmosphere in a desired manner. There are different
theories of motivation that will encourage employees to deliver their best performance. This
assists the organisations in achieving high revenues and profitability in a desired manner.
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REFERENCES
Books and Journals
Bissell, G. and Dolan, P., 2012. Organisational behaviour for social work. Policy Press.
Carlos Pinho, J., Paula Rodrigues, A. and Dibb, S., 2014. The role of corporate culture, market
orientation and organisational commitment in organisational performance: the case of
non-profit organisations. Journal of Management Development. 33(4). pp.374-398.
Elsmore, P., 2017. Organisational Culture: Organisational Change?: Organisational Change?.
Routledge.
Kitchin, D., 2017. An introduction to organisational behaviour for managers and engineers: A
group and multicultural approach. Routledge.
Mahembe, B. and Engelbrecht, A. S., 2014. The relationship between servant leadership,
organisational citizenship behaviour and team effectiveness. SA Journal of Industrial
Psychology. 40(1). pp.01-10.
Millar, C., Hind, P. and Magala, S., 2012. Sustainability and the need for change: organisational
change and transformational vision. Journal of Organizational Change Management.
25(4). pp.489-500.
Norton, T. A., Zacher, H. and Ashkanasy, N. M., 2014. Organisational sustainability policies and
employee green behaviour: The mediating role of work climate perceptions. Journal of
Environmental Psychology. 38. pp.49-54.
Smith, A. M. and O'Sullivan, T., 2012. Environmentally responsible behaviour in the workplace:
An internal social marketing approach. Journal of Marketing Management. 28(3-4).
pp.469-493.
Wood, J. and et. al., 2012. Organisational behaviour: Core concepts and applications. John
Wiley & Sons Australia, Ltd..
Xerri, M. J. and Brunetto, Y., 2013. Fostering innovative behaviour: The importance of
employee commitment and organisational citizenship behaviour. The International
Journal of Human Resource Management. 24(16). pp.3163-3177.
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