Organisational Behaviour and Culture: A Case Study of Marks and Spencer

Organisation
Behaviour

EXECUTIVE SUMMARY
The organisation behaviour helps the managers in observing the behaviour of the
individual and facilitates the understanding of interpersonal relationship. The employees come
from several countries to perform the task in the organisation irrespective of their society. The
organisation behaviour is influenced with the perspective of internal and external. The secondary
research is conducted on the company Marks and Spencer to know the organisation culture. In
the company the handy culture model is used and Maslow theory for motivating the employees.
The research also evaluated the how culture is used to enhance the success.

Table of Contents
EXECUTIVE SUMMARY.............................................................................................................2
INTRODUCTION ..........................................................................................................................4
Identify organisational culture of firm through its model...........................................................4
Explore how culture improves organisational effectiveness with a focus on communication...6
Evaluate the role of culture on employee motivation.................................................................7
Evaluate how the company could use the culture of the organisation to further enhance its
success.........................................................................................................................................9
CONCLUSION .............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Organisational behaviour can be defined as an understanding of human behaviour and the
interface between the human behaviour and organisation. It an academic study of how people
interact within groups. The sole motive of evaluating this attitude is to prepare the business for
performing the task more effectively. The study of organisational behaviour is related to the
expected behaviour of the organisational individuals (Ayuso, S. and Navarrete‐Báez, F.E., 2018).
Culture of an organisation plays a very important role such as in framing the behaviour of a
person and whole business as it holds the power of motivating as well as demotivating the
employees. The company chosen in this report is Marks and Spencer, headquartered in London.
It is a multinational retailer dealing in home, clothes and food products (Marks and
Spencer,2021). The report discusses about the organisational culture of the firm along with a
model such as Handy model and explores its impact in improving organisational effectiveness. It
further describes the role of culture in motivating employees and the manner in which a business
can use its culture for enhancing its success.
Identify organisational culture of firm through its model.
Organisational culture can be defined as beliefs, norms, and values adopted by a business.
It includes the expectation and experiences of leaders and firm which guides the other members
of organisation. This culture directly impacts the way people interact with each other or in a
group. This also involves vision and mission of business. Efficient work culture of Marks and
Spencer motivates employees to perform their tasks with more dedication and satisfaction which
tends to improve its profitability. Culture of Marks and Spencer can be discussed by using
Handy's Model.
Charles Handy's model of organisational culture
Charles Handy divided the culture into four types which helps in identifying the culture
of organisation easily.
 Power Culture- In this culture the power of the decision making is in the hands of few
people such as top managers which are considered important in the workplace and major
decision is made by them. The manager is responsible for delegating the responsibility to
the subordinates and instructions are followed by the employees (Balwant, P.T., 2018). In
the workplace freedom is not provided to the employees to express their views or