Organisational Behaviour: Analysis of M&S Culture, Politics, Power, and Motivational Theories

UNIT 12 - ORGANIZATIONAL
BEHAVIOUR
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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
PART 1............................................................................................................................................3
Analysing how M&S culture, politics and power influence individual & team performance and
behaviour......................................................................................................................................3
Analysing various motivational theories, including content and process and motivational
techniques that help in aim achievement.....................................................................................5
Conclusion with suggestions on how Marks & Spencer can improve staff performance...........7
Overview of M&S culture, power and politics with relevant examples, and how motivational
concepts and techniques have been applied in the company.......................................................8
PART 2............................................................................................................................................8
Assessing benefits of working in a team......................................................................................8
Discussing the benefit of working in a team as leader & member............................................11
Critically analyse at least two group development theories to discuss effectiveness of team
work...........................................................................................................................................11
Examining how effective teams relates to at least two models or concepts of organizational
behaviour....................................................................................................................................12
Concluding overall analysis with critical reflection on valued and relevance of effective team
working......................................................................................................................................12
CONCLUSION..............................................................................................................................13
REFERENCE.................................................................................................................................14
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INTRODUCTION
The academic study of the interaction of the people in the organization is the behaviour
of the organization. There were different types of organization behaviour such as the supportive
model, autocratic model, custodian model, etc. Thus, the report will include the analysis of the
individual and team influence in the organization politics and the culture. The report will include
the individual performance and the team behaviour. Further, to achieve the goal of the
organization business will evaluate the individuals and team motivation. The report will evaluate
the motivation of employees through different theories. Thus, the report will include the
identification of the effective in opposed to the ineffective team. Further, within the organization
the philosophies and the concepts will have applied to the report.
PART 1
Analysing how M&S culture, politics and power influence individual & team performance and
behaviour
To influence the performance and behaviour of the individual the team the internal
factors helps. The internal factors are the politics, power and the culture of the organization. The
peoples were demotivated if there is the negative power, culture and the politics. The internal
factors of the organization are:
Organization Culture – The Marks and Spencer believes prevailing to the values and
the believes is known as the culture of the organization. The productivity and the performance of
the team can be influenced through four types of organizational culture. The four types of
cultures are:
Power Culture – In the Marks and Spencer only few people have the power of authority
to the culture of the organization. To the cited organization only those people were allowed to
take decisions and only they were liable to the decisions (Handy's Model of Organisational
Culture, 2022). In the Marks and Spencer those people enjoy the special position and the place.
Thus, at any cost the task was allotted and assigned to the subordinates. The subordinate does not
get the right to freedom to share the views and the express their ideas to the superiors (Stewart,
Courtright and Manz, 2019). Thus, if the values were not expressed to the superior it will
demotivate the employees and will left the organization. Marks and Spencer will generate loss if
they do not motivate the employees.
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Task Culture – To achieve the goal in the organization Marks and Spencer achieve
through developing the team. To achieve the organization short and the long term goals Marks
and Spencer produce the team of 4 to 5 members (Li and et.al). To complete the assigned task,
the team were formed in which the members share their skills, talents and ideas. The employees
of the Marks and Spencer will employee due to these type of culture. There will be increase in
the performance and the productivity.
Person Culture – The persons working in the employees were much prior then the
organization in the person culture. The organization performance can impact because some
peoples in the organization only comes for the money.
Role culture- along with above, the current category of term is also included in category
of power that a person hold in the organization, through which they can influence team and
individual behaviours as well as performance, either in negative or positive ways. According to
the role culture, when management in the M&S rule over the employees in ethical and systematic
manner, they can influence them positively in term of boosting morale.
Organizational power- French and Raven is the best model that applied in the context of
determining power and their extent to which, individual and team behaviour as well as
performance might be influenced. The chosen model encompasses five different power dynamics
and these are;
Referent- The current category of power comes as outcome of a person perceived
worthiness and attribute as well as right to other's respect. In the organization, when managers
being liked by the employees, it can influence positively, in term of boosting morale and
confidence as well as increasing performance.
Expert- Managers in the M&S can utilize expert power in term of sharing their
experience with all the employees, while they are working in team. It develops a confidence
level among candidates and give them reason to stay focus on aim achievement.
Legitimate- the current types of power is driven from a specific designation or set of
formal connections (French and Raven’s Forms of Power, 2021). In the organization, leader with
legitimate power influence individual and teams, performance as well as behaviour in term of
increasing confidence.
Reward- The power of rewarding people in the organization is the best authority that a
manager and leader have. In the M&S, with this kind of power, management can influence
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