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

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).