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Organisational Behaviour of M&S

   

Added on  2021-02-20

16 Pages5424 Words53 Views
ORGANISATIONAL BEHAVIOUR

Table of ContentsINTRODUCTION...........................................................................................................................1TASK 1............................................................................................................................................1P1 Evaluate the effect of power, culture and politics on behaviour and performance of anemployee as a team or individual...........................................................................................1TASK 2............................................................................................................................................4P2 Analyse how different theories of motivation along with motivational techniques alloweffective achievement of targets.............................................................................................4Herzberg's two factor theory...............................................................................................5TASK 3............................................................................................................................................7P3 Demonstrate the differences in an effective team in comparison with an ineffective team7TASK 4............................................................................................................................................8P4 Apply philosophies and concepts of organisational behaviour in relation with selectedorganisation............................................................................................................................8CONCLUSION................................................................................................................................8REFERENCES................................................................................................................................9

INTRODUCTIONOrganisation behaviour is defined as a part of management process that helps in identifyingand acknowledging the behaviour of employers and employees in a business firm. In generalterms, it is depicted as the attitude of a person or a team that works in a firm to perform businessoperations and activities (Arvey and Wang, 2016). Appropriate behaviour at a workplace allowsthe employees to work in a coordinated and motivated manner due to which attainment oforganisational goals became easy. This assignment is prepared for M&S which is a Britain basedmanufacturer and retailer of clothing, food and Household commodities. Main office of thiscompany is presented in Westminster, London and they provide services to different nations inglobal context. This report is going to mention about effect of culture, politics and power onperformance of a firm along with analysis of different process & content theories. Also,differences in an effective and ineffective team will be discussed and at last various concepts andphilosophies of organisational behaviour will be discussed in context with the specificorganisation. TASK 1P1 Evaluate the effect of power, culture and politics on behaviour and performance of anemployee as a team or individualOrganisational cultureOrganisational culture is referred as important understanding that employees in abusiness firm shares so that work activities can be performed by firm in a systematic manner. Inorder to analyse the organisational culture in M&S, Handy's cultural dimension is mentionedbelow: Handy's typology: This model is given by Charles handy and states that there are mainly fourkinds of culture which are prevailed in an organisation. These culture influences the workingapplicabilities of employees in a considerable manner. Elements of organisational culture inrelation to handy's typology is stated below:Power culture: In some companies, power is concentrated in few hands due to whichonly they are allowed to take decisions. In this culture, employees of a firm feel inferiorand their morale to do work also reduces as their opinions are not considered in a sinceremanner. This culture can impact individual and team behaviour & performance of1

employees in M&S in a negative manner as they will be bound to do work as per theorders of their superiors (Bissell and Dolan, 2012). Role culture: In this kind of culture, employees are given roles and responsibilities asper their expertise and educational qualification. Due to this, employees are able toperform their work with greater efficiency. In respect to M&S, this culture will allow theworkers to choose challenging tasks as per their specialisation due to which highoutcomes can be gained. This culture will impact team performance and individualperformance of workers in positive manner. Person culture: In this culture, people of a company treats themselves as a separateentity and they have no relation with organisational goals and targets. Their main aim isto satisfy their personal desires. In this culture, business firms exist so that employees canwork at a single place (Burrell and Morgan, 2017). This culture is beneficial forindividual performance as each employee of M&S will work as per their desire. But forteam behaviour and performance, this culture is not suitable due to its isolated aspect. Task culture: In this culture, special teams are formed to perform special tasks. Theseteams consists of different people which have expertise in varied fields. In respect withM&S, if manager will adopt this culture than team behaviour and performance willemployee as entire team will work in a coordinated manner. For individual team andperformance, this culture is not suitable as it is not possible for a single person to performchallenging work as single entity.Organisational powerPower is defined as an ability of employers to impact the workforce so that organisationalgoals and targets can be attained efficiently. There are different kind of power prevailed in acompany. In context with M&S, these powers are mentioned below:Reward power: This power is associated with offering best reward systems andincentives to the employees so that they feel motivated and give their best efforts toorganisation. This power will enhances both individual and team performance in M&S. Legitimate power: In this power, only few people have authority to make modificationsand change in the organisational structure of company. This culture can create conflictsand confusion in the minds of workers due to which their performance as an individualand team will be reduced considerably (Dobrow, 2013). 2

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