Influence of Culture, Politics and Power on Organizational Behaviour in Marks and Spencer

ORGANIZATIONAL
BEHAVIOUR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
P1 Analysis of influence of culture, politics and power on the behaviour of others in Mark and
Spencer.........................................................................................................................................3
P2 Evaluation of content and process theories of motivation and motivational techniques that
enables effective achievement of goals in an organizational context..........................................6
P3 Difference between effective team and ineffective team in context of Marks and Spencer. .9
P4 Organisational Theory and Concepts....................................................................................11
CONCLUSION..............................................................................................................................14
REFERENCES................................................................................................................................1

INTRODUCTION
Organizational behaviour is the examination of how people behave in front of other
people or within groups. Organizational behaviour research focuses on individual behaviour
within the organization and how the organization or groups work together are interconnected to
provide impact on each other (El-Ebiary, 2020). It is a powerful tool to influence the way people
make decisions. Enterprise that are able to promote hazard in the decision-making process
making within the company culture can intensify motivation and creative thinking.
Marks and Spencer is a British multinational retailer company with headquartered in
London specializes in selling clothes, food products and home products, mostly of its own brand
name. The company was started in 1884 as a small stall in an open market area in Leeds.
Currently, company operated more than 300 outlets in the UK (Shittu, 2017).
This report consists of the concept of organizational behaviour along with influence of
culture, politics and power on the behaviour of individuals with the help of theories of
motivation. In addition to above detail, this study will also highlight the thought of effective
team working and philosophies of organizational behaviour. The UK based organization namely
Mark and Spencer is considered for evaluating the above mentioned concepts.
MAIN BODY
P1 Analysis of influence of culture, politics and power on the behaviour of others in Mark and
Spencer
Every enterprise is characterized by behaviours of individuals as well as group of people.
Human behaviour is complex in nature and each and every person id different from one another.
Human behaviour is considered to be an important element while considering the success of
organization as it is ultimately the human who perform to achieve goals and objectives and for
the success of the enterprise (Simpson, Rego, 2020). With respect to organizational behaviour, it
has been analysed that culture, power and politics are major factors that influence the human
activity whether in an group or an individual.
The culture of the organization has been described with the help of Handy's model of
culture. According to this model the culture are divided into four categories i.e. the Power
culture, Role culture, Person or support culture and last one is the task culture.

 Power culture: It is a kind of culture in which one person has full control over
everything that goes on within the enterprise. It describes a person who is solely
responsible for taking decisions which may include employee wages, employees
holidays, about the products and their selling activities or plans, and many more.
Organizations with this particular type of culture are able to respond quickly to events or
changes but are fully and completely dependent upon one centred person (Donaldson,
2020). Such organizations tend to attract people who are power oriented with political
mind and who are able to take risks. Size is a problem for power culture because of lack
of control while linking too many activities. If managers get this culture right, it can
result in a happy and satisfied environment.
 Role Culture: Organizations who follow role culture are based on rules. According to
the roles and responsibilities of individuals, they are highly controlled the organization.
Power in this culture are determined by position of the person in enterprise. People have
clearly delegated authorities within highly defined structure. Such kind of organizations
are bureaucratic in nature.
 Task Culture: Task culture forms when teams in an organization requires performing
single task in a group to address specific problems and projects. Task culture is effective
in large organizations because it works on the basis of mix strategies, skills, personalities
and leadership. Working in team can be incredibly productive and creative. Most
managers at middle and lower level prefer to work under task culture with its emphasis
on groups, expert power, rewards of results and merging of group and individual
activities.
 Person Culture: Individuals very much see themselves as unique and superior in the
company with person culture kind of organization. Such kind of culture is common in
firms of professional such as accountants and lawyers. Power lies in each group of
individuals who adopts such kind of culture within the enterprise. Such people are not
easy to manage because of the similar level of power exists.
In context of Mark and Spencer, it has been analysed according to the above model analysis
that the company follows power culture within the organization. But due to several management
levels involved in decision-making process which results in hamper the innovation as only