Organisational Behaviour: Culture, Politics, Power, Motivation, and Teamwork

Organisational
Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
P1 Analyse how an organisation’s culture, politics and power influence individual and team
behaviour and performance.........................................................................................................3
P2 Evaluate how content and process theories of motivation and motivational techniques
enable effective achievement of goals in an organisational context...........................................7
P3 Explain what makes an effective team as opposed to an ineffective team............................9
P4 Apply concepts and philosophies of organisational behaviour within an organizational
context and given business situation.........................................................................................12
CONCLUSION..............................................................................................................................14
REFERENCES..............................................................................................................................15

INTRODUCTION
Organisational behaviour refers to the study of behaviour of individuals or groups
towards each other working in an organisation. After globalisation, mostly businesses are
diversified and have employed people from different backgrounds and cultures. Varying
workforces coming from different backgrounds, ethnicities and cultures creates a need to
understand the behavioural pattern of workforce towards each other to understand how multi
culture environment affects functioning of the organisation. Businesses today feel immense
importance of creating healthy work environment to bring maximum productivity at work . Here,
organisational behaviour comes into power to ensure conducive working environment by
motivating and building positive relationship within working environment of an organisation.
This report focuses on understanding the organisational behaviour at Marks and Spencers and
the influence of politics, power on individual and organisational performance. Also, theories of
motivation and philosophies of OB in context of Marks and Spencers has also been thoroughly
discussed further.
MAIN BODY
P1 Analyse how an organisation’s culture, politics and power influence individual and team
behaviour and performance.
Here to analyse an organisation's culture, one of the most sought model to explain
organisational culture is used. This model is well known as Charles Handy model.
Charles Handy model deeply emphasises on four types of cultures mostly prevailing in business
organisations. This report has been produced by using these four models in the context of Marks
and Spencers, a London based retail industry giant commencing business operations in textile,
food, stylish homewares etc. currently present in across 57 countries with store counts of more
than 1463 worldwide.
Hereby mentioned are the four types of culture of Charles Handy model -
 Power Culture - This culture is often describe as spider web culture because there are
few or certain people who have authority to take decisions and have strong hold on
power within the organisation. Such people have special privileges at workplace to
delegates authorities to their subordinates. In such culture employees only have to strictly

follow the instructions of their superiors. They can not express or share their views or
suggestions. Marks and Spencer is far away from following power culture as it believes
in creating harmony and healthy work culture and deeply focuses on delegating decision
making authority to its employees at every level to create feeling of belongingness with
its workforce ultimately resulting in boosting productivity at work.
 Task Culture – It refers to building a work culture where groups or teams of employees
are formed at every level where they can contribute equally to achieve the assigned tasks
in most productive and innovative way. Such environment creates and opportunity for the
employees with common interests and specializations to come together and form a team
to accomplish their assigned tasks efficiently.(Alblas and Wijsman 2021) Marks and
Spencer believes in implementing Task culture as it gives its employees to creatively
implement their specialized skills and knowledge to achieve their goals by working in
team harmony. The advantage of using task culture is that it gives employees to
understand each other views and respect and implement the most productive ideas of
their team mates to achieve a goal together.
 Role Culture – In Role specific culture, companies focuses on delegating the authority
and responsibilities according to the skills, educational qualifications, work experience,
and their interests. In such cultures employees are free to decide at what work they are
best in and how can they achieve maximum productivity and efficiency on their own. In
role culture each employee is accountable for its action. Here, employees are more
responsible and accountable as more power brings more responsibilities. Marks and
Spencer rarely focuses on bringing role culture into action though there is flexible
working environment at Marks and spencer but a proper centralized approach is also
considered within the organisation to keep a watch on performance of their workforces.
 Person Culture – This culture can also be considered as exploited work culture as
employees in such culture feels like being superior than the organisation itself. Most of
the time organisations following person culture suffers a set back and losses due to their
employees behaviour towards their organisation. As, employees are more concerned