Organisational Behaviour: Influence of Culture, Politics, and Power on Individual and Team Behaviour

This report explores the influence of organisational culture, politics, and power on individual and team behaviour. It discusses motivation theories and techniques, as well as the differences between effective and ineffective teams. The report also includes a case study of Marks and Spencer Company. Subject: Organisational Behaviour, Course Code: N/A, Course Name: N/A, College/University: N/A

Organisational
Behaviour

Table of Content
INTRODUCTION...........................................................................................................................4
PART 1............................................................................................................................................4
Organisation’s culture, politics and power influence individual, team behaviour and
performance.................................................................................................................................4
Content and process theories of motivation and motivational techniques \.................................6
PART 2............................................................................................................................................8
Effective team as opposed to ineffective team............................................................................8
Philosophies of organisational behaviour with various business situations .............................10
CONCLUSION..............................................................................................................................12
REFRENCES ................................................................................................................................14

INTRODUCTION
Organisation behaviour is a study of a human behaviour in respect to corporate
organisation. This report will project the case study of Marks and Spencer Company about its
organisation behaviour. Company initiated its operations in the year 1884 by Michael Marks and
Thomas Spencer. Company operate its operations in retail sector and currently serve its
operations in more than 1400 locations all across the globe. Company is also a part of the
London Stack Exchange. This report will project different aspects related to organisation
behaviour of company. Henceforth, report will emphasis on concepts and philosophies of
organisation behaviour. How the culture, politics and power influence the company. Impacts of
motivation theories will also project in this report. This report will further demonstrate key
differences between effective team and an ineffective team. A precise team development model
will also demonstrate in this report. Furthermore, report will also project about how concepts and
philosophies of organisation behaviour has influenced the business of company.
PART 1
Organisation working culture, politics and power influence individual, team behaviour and
performance
Companyworking hemisphere has high impact on individual performances and behaviour
pattern with which they look upon working standards at business scenario for long term
completed working standards and quality of work completion. The working culture positively
impacts on working paradigms among employees within teams and individuals which can be
analysed as follows:
Organization culture impact on individuals: M&S by building an innovative working culture
where high diversity is appreciated within ideas and strong preference is given to bringing on
cultivation of motivational working grounds improves morale of individuals to develop long
term synergy. The working operations need to built with the best innovation and keen strategies
of motivation which holds power to develop long term positive impact within various grounds
and to bring on higher dynamic standards (Miao, Eva and Herbert, 2020).
Types of cultures
According to Hofstedes cultural dimensions which describes organization culture in high
innovative way the company culture is focused into 6 types which can be discussed as follows:
 Indulgence vs Restraint

 Long term and short term orientation factors
 Uncertainty avoidance factors
 Masculinity vs Femininity factors within culture
 Individualism vs collectivism culture factors Power distance factors
Organization culture impact on team behaviour: The team behaviour are positively influenced
when the teams are given strong working paradigms of innovative communication where
positive culture is cultivated as the base to pool on resources with competitive benchmarks and
improved fundamentals. M& S team employees are working with strong cooperation among
each other where diversity of new ideas are encouraged, leveraged synergy of optimism builds
on strong innovation within performance metrics to develop best higher outputs of management.
The increasing impact of globalization has also increased need of innovative dynamic working
culture within company commercial working standards, with the best relative technical standards
and quest to bring on the best synergy of motivation( Maio, Hanel, and Thomas, 2020).
Impact of factors within power and politics at individual behaviour and team behaviours: The
impact of power and politics factors can be seen onto team behaviours and individual working
patterns as there is higher focus to bring on positional innovation standards to develop higher
quality outputs. M &S by bringing on positive working extension levels of force where leaders
and supervisors exercise positively their power to bring on keen functional paradigms pertaining
onto more rational outputs enable teams to deliver vest working standards. While any case of
negative usage of power and politics within company culture, will reduce the working paradigms
and functionally lowers the cooperation among all employees within teams along with leadership
avenues shall be focused to be ethical. M&S aims to keep on strong functional paradigms within
departments for strong leverage and goals of positive working company culture where all
working strength is developed to bring on strong profitability and higher goodwill among
consumer market share. There are various sources of power which can be analysed on the basis
that superior authorities hold high power to bring on various changes, program out innovative
positive synergy of actions within working arenas There is influential power, coercive power
which impacts the fundamentals of working behaviour onto more rational working strengths to
improve and work on more developed paradigms for gaining stronger working outputs (Rudani,
2020).

Influence of politics: The company working culture should exhibit positive workings standards
and rationally develop the best politics among working operation between employees to keenly
promote company culture. Any use of wrong politics exercised by individuals ought to impact on
various phenomenons and diversity building potentialities to bring on higher cultural
collaboration and unity among employees. Unethical politics may impact individual working
patterns and standards of collaborative communication networks which may hurt the company
goals and group team working ethics onto various grounds (Homberg, Vogel and Weiherl, 2019).
Content and process theories of motivation and motivational techniques
There are various theories of motivation factors which influences employees working
paradigms onto larger levels to pertain onto wider working phenomenons, which M&S might be
using to pool onto best working paradigms and to rationally develop higher quality factors
(Abidin, 2020).
Herzberg's theory (Content theory): Herzberg theory is one of the most innovative motivation
theory which enables the mangers and leaders to monitor working outputs and motivation levels
by employees based on hygiene factors and motivation factors. The hygiene factors such as
infrastructure, cleanliness along with keen synergy of communication networks enable to
develop satisfaction and also has the strength to increase their dissatisfaction if proper
fundamental strength is not built among them. The Herzberg theory of motivation is one of the
most influential motivation theory by which M&S leaders will be able to pool onto best working
fundamentals for gaining strong position and developed positive working culture where
innovation and diversity are given huge standards. Motivator factors which are job nourishment
and diversity among responsibilities and recognition which enhances the job satisfaction among
employees have the strength to bring on positive working operations' efficiency, which keeps on
building inner motivation among employees.
Vroom expectancy theory (Process theory)
Process theories are also highly focused to bring on motivation among employees and
also focused to derive strong leadership among all employees within a team. M&S leaders for
gaining strong cooperative working operations by employees have to work with high dynamics,
keen synergy of optimistic development as per set fundamental criteria to pool on best outputs
and profitable working paradigms (Dixit and Sing., 2019). Vroom expectancy theory is one of
the most practised innovative motivational theory which works with assumption that various

factors of behaviour results from conscious choices among alternatives whose purpose is to
maximize the parameters of pleasure and effectively work onto minimizing pain onto greater
working ethics. Vision and developed innovation within thinking patterns among employees are
highly important working within teams or in individuals as they hold the ethics for diversity
building and to potentially leverage onto wider networking paradigms. Vroom theory works on
progression that that employee’s performance metrics are based on variable individual factors
and paradigms such as personality, skills, knowledge and experiences along with variable
avenues where company shall give them new platforms to build on diversity (Bellini and et.al.,
2019).
Motivation techniques:
 Extrinsic and intrinsic motivation factors are highly important to pertain onto higher
levels where the extrinsic factors are focused to bring monetary benefits within
employees at M&S. The extrinsic factors are understood as parameters where the leaders
have role to cultivate higher focused synergy of appraisals, monetary benefits through
which vision is focused to bring on more pragmatic development. M&S extrinsic factors
provided by working parameters among employees by leaders have the aim to bring on
higher diversity within ideas and business frameworks.
 Intrinsic motivation is highly important to bring on new rational focus where employees
rational skills are given high importance and developed working standards for more
relative advancement. Intrinsic motivators pool in the best fundamentals of working
grounds to keep on building employee's motivation among employees and to factorize
new generation of ideas to pool on best rational synergy of optimism.
 M&S has been productively coming up with strong factors of rational synergy of
innovation and advancement where all employees are given equal working opportunities
to showcase their new skills and expertise for gaining higher paradigms. Motivation
strategies are important components and parameters by HR department at M&S where
the company aims to cultivate strong cooperation and working grounds among
employees. Development and rational changes which will enable to get onto stronger
working ethics and also develop large positive synergy of motivation are no only planned
to be.
 Brainstorming sessions and group discussions also play an important motivation working

fundamental to develop long term positive collaboration, higher ethical standards of
progression for bringing on new diversity patterns within business scenario. .
Brainstorming sessions will work as an effective role to highly work on motivating
employees working in company M&S for reaching the set benchmarks of company goals
with high efficiency and build strong innovative potentialities to learn skills. Harnessing
innovation factors of motivation enables in enhancing parameters of growth in company
works as motivator for employees, which further needs support and commitment of all
company growth as whole to establish wider rational functional strength and technically
advanced factors of potential enhancement within new working arenas. (Srinivas, 2020).
PART 2
Effective team as opposed to ineffective team
 Point of difference  Effective team  Ineffective team
 Meaning  Effective team is
defined as the team that
is productive and
contains the fruitful
outcome of operation
practices.
 Ineffective team is
defined as all such
teams that are not
productive.
 Productivity On the basis of productivity a
team is denoted as an effective
team (Provan, Sydow and
Podsakoff, 2017).
 Ineffective team do not
able to deal with the
expected productivity.
 Lack of productivity is
the major reason
behind a team is
specified as an
ineffective team.
 Team meetings  In effective team
leaders take regulkar
team meetings to
review the operations
 In ineffective team
leaders also conduct
team meetings.
 The team meetings are

of team.
 Team meetings involve
discussing the
strategies use by team
to conduct the
functions of team.
either conducts on
irregular basis or not
the way it must have
been conducted.
 Due to inappropriate
team meetings leaders
not able to discuss
strategies properly (Li
and et.al., 2017).
 Motivation  Team members in
effective team are
highly motivate in
respect to achieve the
objectives of team.
 Motivation is among
the primary reasons
behind the teams
achieving the
objectives.
 Ineffective teams are
not motivated.
 Team leaders do not
get to deal with
employees motivation
which allows them to
not focus over the
productivity of the
team.
The above mentioned differences are among the key differences between the effective
team and ineffective team.
Tuck man team development theory
In order to built an effective team this model framed by Tuck man can be implemented.
This model is a impactful; approach to form a team as it involve stages like forming, storming,
norming and performing. All the stages carry its own significance in team formation activity.
Forming: Forming is the first stage involve in team development model. In this stage all
employees part of the team come to know different aspects related to the team. Team leaders
address the objectives and aims behind the formation of team (Jagannathan and Camasso, 2017).
On the basis of the need and requirements attaches with different functional activity all member
included in team. Team leaders involve all such employees in team who can perform multiple

functions to maintain flexibility in team. This stage involve in team development also cater
issues in team. Team members try to establish an individual influence in team with the support of
skill, knowledge and experience.
Storming: Storming is the second stage involve in team development theory suggested by
Tuck-man. In this level team leaders try to clarify individual role of all members in team. What
are the objectives team needs to cope up with also get specify in this stage (DeSocio, Garzon and
Hicks, 2019). Team leaders also try to create bonding between team members. Regular team
meetings also conducted at this stage.
Norming: Norming is also another crucial stage involves in Tuck man team development model.
This is the stage where team leaders try to frame operational strategies so that all functions of
team can be managed properly. Team leaders also try to solve all issues between team members.
All team members at this stage start to act based on the assigned roles in team.
Performing: Performing is the final stage involve in team development model suggested by
Tuck man. This is the stage where all members in team starts to implement the strategies form by
team leaders related to various functional activities in team (Conard and et.al.,2016). Performing
is the stage where team leaders also take regular review on performance of all team members.
Performance review allows team leaders to make necessary changes in strategies so that
productivity of the team can be improved.
The above mentioned stages are a part of the Tuck man team development model. All the
four stages carry specific significance in team in order to achieve all different objectives of team.
Philosophies of organisational behaviour with various business situations
Path goal theory of leadership is one of the most innovative team building theory where
philosophy has been aiming to bring forward the best fundamentals of working standards and
higher vision of long term diversity within all grounds. The M&S working operations are nt only
focused to built on stronger team collaboration among employees but there is huge positive
impact for productively bringing on rational creativity within goals. The leaders are actively
looking onto new training paradigms among employees for longer development and continuous
success to be achieved. Path goal theory works with the factors which identifies the major
achievement oriented, directive and participative correlation with the supportive leader
behaviour rooted in four styles and path waves, onto which employees can be segregated among

paradigms, based onto various expectations that the act will be developed by given outcome
standards. The leaders are working with working onto select specific behaviours that are best
suited to the employee’s needs which not only holds restorative potentialities but also there is
higher strength cooperated among them (Cheng, Chang and Lee, 2020).
The path goal theory is working onto three steps which are as follows: Determine the employee and environmental characteristics: M &S working operations
within various departments are governed based on their expertise , skills and technical
advancement where they hold long term working paradigms and the technical standards
to get the desired outcomes. The environment of M&S works with strategic planning
where employee who needs to be skilled and trained further shall be given development
training, with advanced resources and skills pertaining onto new parameters where they
will be available to give the best outcomes. Leaders have the role to be given to
employees based on their experience and expertise which can be analysed based onto the
requirements of works and how rationally more actively they can be motivated to be
move forward with higher innovation. The interrelation between employees and leaders
based on their job roles where they work with signified expertise is highly important for
gaining stronger working avenues and to build on higher collective working standards
where M&S will be able to productively leverage onto best working fundamentals. Select leadership style: The leadership style shall be chosen at this step by leaders by
working onto the best leadership avenues to keep on new progression and learning ethics
among employees in check for gaining best outputs. At this phase dynamic working style
of leader is highly important for pertaining onto larger development roles and to gain
higher connectivity among operations paradigms (Jacobs and Manzi, 2020). Employees
can be guided by leaders based on their team development goals and vision which further
forms the base for building on positive synergy of working hemisphere. The leaders have
role to direct their goals and further enrich innovation to determine how various actions
can be developed and further progressive determinants can be taken onto various
situations within M&S.
 Focus on motivational factors: The focus is extended to motivational factors among
employees who can be given motivation and developed further by analysing new
determinants based on competitive benchmarks set within retail industry gaols. Leaders

need to focus on training with the best motivation factors, stronger working paradigms
which will further add to motivation at them. Motivational factors holds the power to
enrich employees working standards and determine how rationally they can be more
technically advanced which will further add to develop stronger working paradigms for
more collaborative working hemisphere and determine how further targets can be
analysed. Motivational factors will enable in building higher retained percentage of
employees in company M&S, through which stronger vision is formalized between
employees and leaders.
 These factors developed within phases explored within path goal theory of team
management and leadership will enable to cultivate best outputs synergy and stronger
working patterns for gaining collective innovation. The steps enable us to analyse how
rationally new ideas can be formulated, to keep on motivating employees and how
rationally they can be further determined to bring on larger perspectives (Maio, Hanel,
and Thomas, 2020).
CONCLUSION
This report has projected different facts about different aspects related to the concepts of
organisation behaviour. Culture of company put a huge impact over the performance of
employees in organisation. Different power, person, role and other forms of cultures suggests
organisation to improve its organisation hierarchy. Motivation theories like need hierarchy model
has supported the needs of employees in respect to improving the motivation level of
employee’s. On the ground of productivity, efficiencies, team meetings and many other factors a
team is projected as an effective team and an ineffective team. Tuck man team development
model allows company to form an effective team. This model involves stages like forming,
storming, norming and performing as a part of the team formation. All such stages allows
company to make an effective team for conducting different functional activities like sales,
marketing and others, Concepts and philosophies of organisation behaviour allows company to
improve the culture of company along with making crucial changes in company (Bull, Hart and
Byrne-Davis, 2019).

REFRENCES
Books and journals
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removal of an intervention specialist: A review of temporal generality within
organizational behavior management. Journal of Organizational Behavior
Management. 36(2-3). pp.210-253.
Provan, K., Sydow, J. and Podsakoff, N., 2017. Network citizenship behavior: Toward a
behavioral perspective on multi-organizational networks. Culture and Behavioral
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1119).