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

This report discusses the various aspects of organisational behaviour, including culture, power, politics, motivation, teamwork, and philosophies. It focuses on the case of John Lewis, a popular retail company headquartered in London, UK. The report explores the impact of these factors on employee performance and productivity, and provides recommendations for improving organisational behaviour.

Organisational Behaviour

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
LO1..................................................................................................................................................3
Organisational culture, politics, power........................................................................................3
LO2..................................................................................................................................................5
Motivational theories and techniques..........................................................................................5
LO3..................................................................................................................................................7
Team working within effective team and ineffective team.........................................................7
LO4..................................................................................................................................................8
Philosophies of organisational behaviour....................................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Organisation behaviour (OB) of a company always influence performance and
productivity of employees and teams in the workplace Currently the management in most
organisationsis putting its huge efforts for makingorganisational behaviour too productive. This
report discusses organisational behaviour aspect of John Lewis. It is a most popular retail
company, headquartered in London, UK. This company serves its products and services in lots of
countries, like; United Kingdom,Ireland, Austria, France andNetherlands, etc. There are various
major factors of organisational behaviour also has been mentioned in this report. For example;
culture, power, politics, motivation, teamwork, philosophies etc. This report is very supportive in
understanding actual role of OB.
LO1
Organisational culture, politics,power
There are top-level management of John Lewisis highly responsible to always manage
these all factor in proper manner (Lee, Nieand Bai,2020). Otherwise, this company never achieve
a productive workplace. Impact of culture, power and politics on John Lewis’ employee and
teamwork has been discussed below;
CULTURE
Organisational culture of John Lewisis currently very effective for it’s all employees and
teamwork. There is Handy’s culture model used below which can support in knowing impact of
culture on the individual and teamwork.
Handy’s Culture Model
This culture is firsts introduced by Charles Handy (an Irish specialised in organisational
culture and philosopher). According to Charles Handy, there are mainly four types of cultures,
like; Power, Task, Role and Person.

Power culture:According to power culture, the management of John Lewisneed to use its power
in ethical manner. For example; It can give power to selected people to lead teams in the
workplace.
Task culture:According to task culture, eachperson of John Lewis needs to properly complete its
task in the workplace to complete on time.
Role culture:Handy’s role culture said that, each person or employee inJohn Lewisis always
required to play great role in all organisational activities.
Person culture:According to person culture, management of John Lewisneed to develop a happy
and healthy work culture for it’s all people or employees (Ahmad and et.al., 2018).
POWER
There is French and Raven’s power types has been discussed below which will help in
knowinginfluence of power on performance and behaviour of an employee and teamwork.
French and Raven’s Power Types
According to French and Raven, generally there are five types of power which has been
mentioned below;
Coercive power:Coercive power refers compulsory power which different people can implement
in their present job role when itis necessary.
Reward power:Reward power, some people of company has power to provide rewards and
appreciation to effective and high performers of company.
Legitimate Power:There is legitimate power is based different social rules, where upper
management of John Lewis need to use this power in wellbeing of employees.
Referent Power:This referent power holds by top-level management at John Lewis. This power
enables management to command,direct and monitoremployees inits organisation.
Expert Power:Suchpeople have expert power in John Lewiswho has expertise in a particular
area.

POLITICS
Organisational politics an informal way of managing and directing people within the
workplace. Politics uses by various people in a business only for achieving personal objectives,
in which Chanlat’s characteristics of political behaviour has used below for understanding
politics in the workplace.
Politics negatively affect an individual and team behaviour within the workplace,
because take personal advantages is main intension behind politics (Bakotić,2016). This is the
reason that, the management of John Lewis should remove politics from its work environment.
LO2
Motivational theories and techniques
Basically, there are two types of theories called content theory and process theory which
has been discussed below;
CONTENT THEORY
Content theory of motivation includes many techniques, like; Maslow’s hierarchy of
needs and McClelland theory of need etc.
Maslow’s Hierarchy of Needs
This theory includes five main needs of humans which has discussed below;
Physiological needs:Physiological needs involves those needs of employees which are generally
basis of our human civilisation, like; water, fire, food, air etc. That’s why people are highly
motivated for fulfilling these needs.
Safety needs:Every person want to live in a safe and secure zone, in which each person or
employee always be highly motivated to fulfil safety needs.
Social needs:Generally social needs include friendship, love & belongingness and family etc.
Employees of John Lewis can’tlive without fulfilling social needs. That’s why social needs also
highly motivate to employees.

Self-esteem:Self-esteem needs include such needs, where employee of John Lewiswork hard
toachieve rewardsand appreciation from its upper management (Farris, 2018). This is very
usefultask to themanagement of John Lewis, because appreciation&rewards increase dignity of
people.
Self-actualisation: Self-actualisation needs, where people self-creates needs by developing many
desires for becoming anything.
PROCESS THEORY
Many of companies has used process theory also to motivate employees and teams. There
are Locke and Latham’s (process motivation) theory has been used below;
Locke and Latham Theory
This theory includes five goal setting principles which motivates to people in the
workplace.
Clarity:The management of John Lewis is required to clarify every task which it gives to its
employees and teams, because employees always be motivated when they have clear task.
Challenging Goals:Sometimes, John Lewis need to order people forachieving some challenging
goals, so they people get motivate for dealing with those challenging goals.
Commitment:Management need to include commitment aspect in its workplace, because a
committed person always put its huge efforts within the workplace.
Feedback:John Lewis need to give feedbacks to its employees and teams when it is required,
because feedbacks also can motivate them to improve their performance (Groblerand Du Plessis,
2016).
Task Complexity:Many times, people face different complexities in the task, in which
management of John Lewis need to solve such complexities, because when management
solvecomplexity, then employees or teams get motivated to put great efforts within the
workplace.
Recommendations

The management at John Lewishas great opportunity todevelop its overall performance
within the market by properly using culture, politics and power. John Lewis should
usemotivational theories to develop performance and behaviour of individual and teams in the
workplace.
LO3
Team working within effective team and ineffective team
John Lewis Partnership is one of the best retail company in UK industry where there are
various teams within different departments and with various paradigms onto which it can be
analysed onto more pragmatic developed working standards. Effective teams are highly
differentiated from ineffective teams where there are various factors onto which various
paradigms can be analysed which are as follows:
 The ineffective teams are highly dysfunctional within various paradigms and rational synergy is
focused for gaining larger paradigms which will develop stronger business factor with
continuous analysis. Whereas the effective teams factors are strongly functional and channelled
with stronger cooperation within team member’s work as one of the biggest asset onto larger
avenues. Effective teams ethics are highly relevant with changing business paradigms where the
commitment and confidence within team employees work as asset (Hosain, 2019).
 There is less communication within all functional channels in an ineffective team whereas the
effective teams work as one of the biggest factor for the overall management onto larger levels,
positively impacting goodwill and outputs. The large diversity and innovation within creativity
among employees enable John Lewis Partnership company to bring on stronger factor of
cooperation along with yield onto best determinants where rationally it has been working onto
best paradigms. The brand has been working with best factors of strong diverse team factors
where the relative new skills factors are highly focused onto keen completion of work targets
onto bigger levels.
 The hard and soft skills are highly missing within ineffective teams where there is no
cooperation and skills among employees, but there is no factor and developed business factors
are highly missing onto various paradigms. Whereas there is Tuckman theory of team building
which enables in building stronger business framework and selecting the best skilled employees

which are not only skilled and functional to bring on larger effective production outputs. The
larger cooperation among teams where skills are trained with brainstorming factors and
practical working patterns, onto more rational working paradigms where skills are highly
factored onto various new parameters (James, 2017).
 John Lewis partnership works with higher effective teams where all employees are working with
best factors onto various paradigms which are highly skilled and rationally brought onto new
factored targets for bringing higher quality standards. The retail company has been working
with major positive commitment onto various factors, which will leverage onto higher
technicality which can be seen from the larger goodwill among global paradigms and the
company profitability among outputs. The company focuses to build strong competitive skills
within all employees where the technical factors are high and the potentialities to bring on new
skills are progressively developed.
LO4
Philosophies of organisational behaviour
The path goal theory is one of the biggest innovative organisational behaviour philosophy
focusing onto buildings stronger working fundamentals for bringing onto stronger working
fundamentals which will leverage onto higher creativity, built new working factors based on
their skills. John Lewis partnership works as one of the best retail company producing high
fashionable products and services with higher innovation and new competitive benchmarks onto
larger extents which do not only bring on higher cooperation, keen synergy of positivity within
teams. Path goal theory works onto elements where the employees skills works as the basis to
develop stronger business fundamentals.
 Path goal theory focuses on bringing positive working synergy among all teams within various
departments where rational determinants will be developing onto higher ken factors of
technology, leaders have role to bring on projects factored onto various skills within employees
working as teams. John Lewis partnershipcompany is known to be highly effective to develop
strong team communication within each other employees where the diversity among employees
work as one of the biggest asset. The company teams have been working with stringent
leadership elements among employees who look upon gaining stronger diversity.

 The theory enables high level of functional paradigms where brainstorming works as one of the
most innovative way to leverage onto higher dynamics, which relatively brings on higher
functional paradigms through which higher technicality can be analyzed. The theory has been
working with best paradigms where skills works as one of the highest factor of relative growth,
producing higher factors of motivation to gain onto larger productivity within all relative
sectors. John Lewis partnership being one of the highest innovative retail company in UK
industry produces with best factors of working dynamics within teams in various departments
(McShane, Olekalnsand Martin, 2018).
 The Path Goal theory has been focusing to bring strong positive impact of motivation within
teams where rational working paradigms enable to build dynamic skills among all employees
working within management. Company has been aiming to bring on stronger working
fundamentals for motivating all employees by bringing onwards new ideas and rational factors
of working effective business paradigms which will enable to bring on positive synergy of
group dynamics. John Lewis Partnership being one of the most innovative fashion outlets
retailer plan onto higher synergy of working fundamentals, creating new business plans and
relative skills among employees which not only brings higher goodwill among consumer market
share but also rational profitability with changing dynamics of time.
CONCLUSION
The report can be concluded with detailed outlining onto various paradigms of how
organisation culture works within John Lewis Partnership where there are various factors onto
whichhigher goals can be attained for longer business factors. The report has concluded
importance of culture, power and politics within company business framework and how various
theories and business factors enable to gain higher cooperative working strength within
performance metrics. Report has developed conclusion onto parameters where the team working
segments have been effectively explained with strong factors and analysis developed onto
various technical fragments(Miao, Eva and Herbert, 2019). There is also large conclusion
developed onto how innovation and creativity works as an important element and to bring on
higher synergy where rational working of dynamic skills are highly important to program out
higher creativity within all segments of employees.

REFERENCES
Books & Journals
Ahmad, M. and et.al., 2018. Short measures of organisational commitment, citizenship behaviour
and other employee attitudes and behaviours. Business and Management Studies: An
International Journal. 6(3). pp.516-550.
Bakotić, D., 2016. Relationship between job satisfaction and organisational
performance. Economic research-Ekonomskaistraživanja, 29(1). pp.118-130.
Farris, D., 2018. Organisational citizenship behaviour in university administrative
committees. Journal of Higher Education Policy and Management. 40(3). pp.224-238.
Grobler, S. W. and Du Plessis, Y., 2016. Requisite leader behavioural competencies for
sustainable organisational performance. Acta Commercii, 16(1). pp.1-8.
Hosain, M. S., 2019. Unethical Pro-organisational Behaviour: Concepts, Motives and
Unintended Consequences. Asia-Pacific Journal of Management Research and
Innovation. 15(4). pp.133-137.
James, P. S., 2017. Organisational Behaviour, 1e. Pearson Education India.
Lee, A. N., Nie, Y. and Bai, B., 2020. Perceived principal's learning support and its relationships
with psychological needs satisfaction, organisational commitment and change-oriented
work behaviour: A Self-Determination Theory’s perspective. Teaching and Teacher
Education. p.103076.
McShane, S., Olekalns, M., and Martin, A., 2018. Organisational behaviour.
Miao, Q., Eva, N., and Herbert, K., 2019. Ethical Leadership and Unethical Pro‐Organisational
Behaviour: The Mediating Mechanism of Reflective Moral Attentiveness. Applied
Psychology.