Influence of Organisation's Culture, Politics and Power

This report analyzes the influence of an organization's culture, politics, and power on the behavior of individuals and teams. It explores the impact of culture on internal interactions, the role of power in guiding behavior, and the importance of positive politics. The report also evaluates content and process theories of motivation and their application in improving employee performance. Additionally, it examines the role of effective teamwork, the application of organizational behavior concepts, and the analysis of team development theories.

Now
Organisational
Behaviour
Student Name:
I certify that the work submitted for this unit is my own and the research sources are fully
acknowledged.
Learners Signature: Date: 29.10.2019
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Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................4
P1: Influence of organisation’s culture, politics and power .......................................................4
M1:Critically analyse culture, politics and power to influence individual and team behaviour. 6
TASK 2............................................................................................................................................7
P2: Evaluating content and process theories of motivation.........................................................7
Process theory..............................................................................................................................8
M2: Critically evaluate influence of behaviour through motivation theory and concept............9
D1: Critically determine the relationship between culture, politics, power and motivation to
prepare effective team..................................................................................................................9
TASK 3..........................................................................................................................................10
P3: Effective team as opposed to an ineffective team...............................................................10
M3: Analyse relevant team and group development theories to support the development of
dynamic cooperation..................................................................................................................12
TASK 4..........................................................................................................................................12
P4: Application of concepts and philosophies of organisational behaviour Within an
organisational context................................................................................................................12
M4: Evaluate philosophies that help to influence the individual behaviour in both positive and
negative manner.........................................................................................................................13
D2:Critically analyse team development theories to influence individual behaviour...............14
CONCLUSION..............................................................................................................................14
REFRENCES ................................................................................................................................15
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INTRODUCTION
Organisation behaviour is an essential branch of the management that is based on the
application of knowledge about the behaviours of people within the workplace. It is basically
concerned with predicting, understanding as well as controlling the human behaviour for the
adequate functioning (Burrell and Morgan, 2017). This has emerged as distinct field that leads to
the development of human resource management by satisfying the need of workforce. The main
purpose of this study is to establish the effective relationship by attaining the human,
organisational as well as social objective. For the better understanding of report, Marks and
Spenser company has been selected which is multinational retail store of UK whose headquarter
is in London. The company specialised in selling high quality food and non food products like
clothing, food as well as home decoration items. This report covers topics like analyse the
impact of cultural, politics as well as power on the behaviour of other within an organisational
context. This report evaluates the role of an individual as well as team to attain the goals of an
organisation. Further, determination of the way in which effective cooperation within the team
could be done and application of concept as well as philosophies of organisation behaviour are
covered in this report.
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TASK 1
P1: Influence of organisation’s culture, politics and power
The culture, politics as well as power of an organisation directly impact the motivation
level and performance of both individual as well as team member. Thus, to attain the goals
successfully, Marks and Spencer make sure that they positively influence the behaviour of
manpower by managing the power, culture and politics in an effective way. (M&S, 2019)
Organisation culture defines as the set of shared belief, assumption as well as value that
is used to create unique image of the company irrespective of other. This symbolises strong
influence that help to maintain the unique image or culture by offering certain guidelines to
maintain the behaviour of an individual and team member within organisation. Further, within
Marks and Spencer, it affect the way by which internal member interact amongst one other, with
stakeholders as well as client. Thus, it finally determines how much the staff identifies
themselves with their organisation in which they work. Hence, the company makes vital effort to
retain a healthy culture where each and every member and group renders the internal values of an
organisation.
Hendy’s culture typology
Charles Handy defined four types of culture that vary from one organisation to other and
are used in different phases to determine the potential image. The explanation of each culture is
defined below:
Power culture: Within power culture, the managers follow the centralised decision
making where only few members have the authority to participate in the decision making process
(Coccia, 2014). These privileged members identifies internal and external market through their
foresight vision and allocate the task by coming up with quick decision in order to attain success
and flourish the business. The manager of Marks and Spencer can go for power culture to control
the internal disputes or confusion within individual and team member by just directing them to
function and implement the actions effectively. Although, it reduces the human involvement or
interaction but benefits when decision are need to be taken and implement within short duration.
There are certain demerits of power culture in an organisation such as sometimes authority can
misuse their power and appoint an inefficient candidate in its workforce who may be a known
person to him.
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Role culture: As per role culture, the organisation assigns the duties to the individual on
the basis of their interest area, skill and capabilities. This is basically the structured culture as
everyone is clear regarding their tasks and the way they have to carry out their roles and
responsibilities. As the organisation structure of Marks and Spencer is tall, so they can go for
role culture where an individual gets the chances to put their views and thoughts forward. On
contrary, this may at-times leads to slow decision making process and long chain of command.
Task culture: Here, the organisation formulates team of similar type of member who are
bind together to work on the particular project. This is an effective culture which can be adopted
by Marks and Spencer by mixing together the right kind of personality and skill that leads to
productivity and creative work.
Person culture: According to person culture, the individual who is significant part of an
organisation consider them unique and superior due to which they give high value to their benefit
and preference obtained from the organisation. This may lead to conflict of interest so manager
of Marks and Spencer need to maintain interpersonal relations where organisation focuses on
personal growth and development.
Therefore, M&S uses task culture which positively influence an individual and team
member by maintaining the cooperation and dedication instead of any dispute or competition as
they together work with each other to solve the specific issue. This finally assists the team
members to attain the shared objective which is the result of their coordination.
Organisation power refers to the authority that is gained by power holder in order to
guide and direct the employees to attain the organisational success effectively. It is basically the
ability by which the manager of M&S who is at the higher hierarchical level influences the
behaviour, actions as well as role of the other individual and team behaviour. The explanation of
different powers is classified below:
Legitimate power: This is the positional power under which the person hold the special
position within society and liable to assign the duties (Elsmore, 2017). Like, the sales
representative of M&S is liable to report sales manager which influences the behaviour of both
individuals and team member.
Coercive power: Within this power, the leader influences an individual and team
behaviour by threatening and giving punishment which is the part of negative reinforcement. The
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employee makes efforts to avoid the chances of negative consequences such as transfer,
termination or demotion.
Reward power: This positive encourages the individual and team behaviour because the
manager associates the performance of the staff with certain kind of incentive. It includes the
chances of promotion, salary hike, recognition that help M&S to attain long term objective.
Expert power: Experts are one who has in depth knowledge of the particular subject so
they assist the individual and team member to choose the best possible way in order to overcome
the problem. This power is used by managers of M&S to encourage employees and carry out
their tasks effectively.
Political behaviour: It is the informal behaviour that prevails within organisation and
leads to either positive or negative functioning in order to attain desired outcome. The
organisation pays suitable attention to teach the employees and achieve the favourable result.
The manager of M&S makes best possible efforts to maintain the positive politics and influence
the individual and team behaviour by promoting the coordination and cooperation within the
internal member. Along with that, the company minimises the chances of negative politics that
can leads to the several issue such as insecurities, high turnover or absenteeism rate. Therefore,
the whole company need to take affirmative action’s for the smooth functioning of business.
Belbins model
This model states that if an individual understands its role and responsibilities in a team
than that individual can manage its weakness and enhance its strength as an team member which
will help person to contribute in a team in an effective manner. This model can be used by Marks
& Spencer by its team leaders to develop more balanced and effective teams. As per Belbins,
there are nine team roles such as resource investigator, team worker, coordinator, plant, monitor
evaluator, specialist, shaper, implementer, and complete finisher and each of them has both
strengths and weakness. A leader of Marks & Spencer must use this model to identify various
strengths and weaknesses of its employees and work on that areas where they lack. This will help
in overall improvement in workers and will enhance their performance which will motivate them
towards achieving business goals.
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M1:Critically analyse culture, politics and power to influence individual and
team behaviour
The integral part of an organisation comprises of culture, politics and power that directly
leads to suitable impact on the team and individual behaviour. It influences the decision making
of an organisation that affects the overall productivity and profitability. Herein, M&S Company
adopt the task culture where it gives preference to team work that leads to systematic relation and
innovative thinking ability to conduct the suitable decision. On other side, it is not necessary that
team work leads to desirable result because internal competition and chaos can disturb the
interpersonal relation. Along with that, the manager primarily focuses on reward power so that
the employee can enhance their performance to gain monetary and non monetary benefit
(Lawrence and Lee, 2013). On contrary, in case of low confidence such power can even make
the employee casual towards work. Therefore, the manager needs to adopt power and culture
effectively in order to maintain positive politics that enhances the chances of synergy.
TASK 2
P2: Evaluating content and process theories of motivation
Content theory
It includes motivation theory that is later modified and plays relevant impact on the
practices and policies of an organisation. It include both internal as well as external factor that
can affect the behaviour of workforce within organisation.
Maslow need hierarchy theory: This theory was given by Abraham Maslow which
falls under the content theory. It is based upon the hierarchical needs which move from the
physiological or basic need till the accomplishment of self actualisation position. Application of
the theory can help in improving the motivation level of M&S's employees in following ways:
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Illustration 1: Maslow hierarchy theory, 2018
(Source: Maslow’s hierarchy theory, 2018)
Physiological needs: It includes the primary needs of an individual such as food, shelter
and cloth which cannot be compromised. So after the satisfaction of basic need an individual
look for the other higher needs. Hence, to motivate the manpower, the manager of M&S pays
fair remuneration as well as other benefit to their staff so they can cover up all the essential
needs.
Safety needs: Within this level, an individual gives priority to the financial security and
social safety from any kind of fraud or instability. In relation with M&S, company understand
the relevance of safety needs and provide the desirable condition with the objective to motivate
an individual and team member. For instance, the company provide the medical security, pension
scheme as well as give long term commitment to their staff.
Belongingness needs: It include the feeling of love or affection which either the
individual or team expect from their managers. Thus, M&S fulfil this need by organising various
camps, picnics which is the part of recreational activities. This motivates the employee to form
better connection with the other employees and consider them as a valuable part of an
organisation.
Esteem needs: After affection needs, self esteem needs arises under which an individual
seeks to maintain their status or respect within the society (McLennan, 2013). It basically
include the urge for growth and achievement that is satisfied by M&S by offering the platform
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to the employee where they can gain the better position through positive reinforcement which is
the motivating factor for both team and individual.
Self actualisation: This is the top most level that motivates an individual to develop and
gain higher position with the motive to attain the personal growth. Within M&S, people at this
stage become the role model and follow their passion for which the company motivate internal
individual and team member to personally develop their skills.
Process theory
It emphasize on the behaviour of an individual that motivate them to take suitable actions
for the effective functioning of an organisation. It includes different theories like Vroom theory,
expectancy or equity theory to study the complex human nature. Amongst different process
theory M&S follow the Vroom theory that comprises of three elements which is defined below:
Valence: Within valence, staffs expect that their manager will recognise their work due
to which there is a scope to gain better position, monetary as well as non monetary benefit. The
manager of M&S gives the productive feedback to the individual and team member in order to
improve the performance of an individual.
Expectancy: This includes the situation where existing knowledge and skills of an
employee are enhanced to perform the task and motivate them to attain the better position
(Norton, Zacher and Ashkanasy, 2014). Herein, M&S Company mainly focuses to conduct the
training and development session or conferences so that the manager can inculcate the innovative
learning in order to groom the personality of their staff and team member.
Instrumentality: The people of the organisation may be unsure regarding the benefits
they can attain after the completion of their performance. Therefore, M&S communicate in
advance regarding the benefits that employee can get after achieving particular position. Along
with that, they maintain the performance record that gives the validation to the employee in order
to achieve reward.
M2: Critically evaluate influence of behaviour through motivation theory and
concept
Motivation can be either intrinsic or extrinsic that encourages the employee to put
maximum effort and gain better position. There are various types of content or process theory
that act as a push factor which help an individual to gain better position. Application of Maslow's
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theory within firm helps in manager in improving motivation of its staff members. This assists in
satisfying needs of employees which leads to improve their productivity and behaviour within
organisational premises. Although, in practical world, it may not necessary that all these needs
take place in a hierarchical order or satisfaction of one need can lead to the emergence of other
need. Hence, positive reinforcement and by offering the growth platform, company can achieve
the long term profitability effectively. This will help in improving motivation level of employees
that ultimately improves their behaviour with others and leads to the creation of positive work
environment.
D1: Critically determine the relationship between culture, politics, power and
motivation to prepare effective team
Although power, politics and culture are separate concept, but they are interrelated with
each other as it influences the behaviour of an individual and team member. If the organisation
does not adopt the suitable culture then, ultimately it can affect the values, suitable power and
favourable politics to formulate the effective team (Okurame, 2012). Thus, the manager need to
strengthen the internal culture, maintain positive politics as well as conduct centralised decision
making to developing competitive team. Culture, politics, power and motivation, all are
interrelated with each other as if positive and strong culture is prevail within the firm, then it
will help in improving motivation of employees. Motivated workforce works effectively and
leads to decline in negative politics at workplace. Equal distribution of power among all the
employees’ results in healthy organisational culture, positive politics and motivated workforce.
This enables individuals and team members of M&S in attaining organisational goals. For
maintaining healthy work culture within organisation, manager should ensure that all the
employees working at same level are assigned with equal powers so that they remain motivated
and work effectively towards attainment of goals.
TASK 3
P3: Effective team as opposed to an ineffective team
As can be seen in Table 1, Effective team comprises of innovative team member that share
their opinion and idea in order to strengthen decision making process. Constant
communication and effective interpersonal relationship helps the team to progress and
perform the tasks in better way.
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Ineffective team include the individual that do not mix up with each other effectively
and the communication among them is not effective.
Effective team Ineffective team
The vision, goals and objectives are clearly
discussed within team members due to whom
they remain competitive enough to attain the
shared objective.
Low interaction, vague objective, improper
allocation of responsibility leads to ineffective
team
In order to overcome the hurdle all the team
member collective take decision and come up
to one final conclusion.
Due to low compatibility and understanding
creates confusion that deviate the team
members to achieve objective.
Table 1: Difference between Teams and Groups
Tuckman's theory
It includes the five stages that lead to the formation of effective team which can be
problem solving or project team. The objective of this theory is to develop the competitive team
that carry out the certain objective effectively.
Forming: At this stage, the team members meet for first time and get the chance to know
one another. These members have similar type of interest, skill as well as specialisation. Along
with that, there is high dependency on leader as team member receive direction and guidance
because individual are not clear about their responsibilities.
Storming: Within this stage, each member has their personal opinion which may lead to
internal conflict or dispute because member may not agree upon the same point. Here, the role of
leader is to effectively manage the team and avoid the distractions so that team member do not
get distract from the main objective.
Norming: The team member on the basis of consensus, agree with the leader and accept
the roles assigned to them (Robbins and et. al., 2013). Decision are made together by all
members on the basis of which task is allocated to the team member who collectively remain
committed to achieve the objective. Within M&S, this stage helps to maintain the healthy
relation in order to achieve the efficiency.
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Performing: This is the functional stage under which the team members perform their
tasks and analyse progress. This is the transitional point when every member remains focused to
their work and in case of disagreement, the problem is resolved suitably. At this stage the
employee of M&S Company put best possible effort to attain the goal effectively.
Adjourning: This is the last stage when the team member accomplishes the objective for
which the team has been formulated and after that it becomes dissolved. This is basically the
emotional stage as at-times; it becomes difficult for the team members of M&S Company to
separate with each other because by working together, an informal relation is build with the
colleagues.
Therefore, the relevance of these stages is that it forms the effective team that collectively
work with one another to accomplish the objective. Reward system or positive reinforcement can
assist the team member to work effectively so that they can gain better outcomes. This theory
helps M&S to develop the effective team and achieve the objective for which it has been
formulated. Application of team development model assists firm in developing effective team as
its each stage helps in building effective relation among the team members which enables them
to work cooperatively with each other and attain common goal.
Belbin theory:
This theory was propounded by Raymond Meredith Belbin who believes that each individual
comprises of the set of behaviours that is different from the other but help in facilitating effective
team. So, by studying the individual behaviour and mixing their role in the team can enhance the
overall work. This model consists of nine different roles that are coordinator, shaper,
implementer, completer, resource investigator, team worker, plant, monitor evaluator and
specialist. Team worker basically support the team member to work effectively and remain
flexible to adopt the changes. Application of such roles can assist the member to achieve the
organisational objective effectively. Further, the manager of M&S needs to deeply study each
and every role in order to prepare effective team and fulfil the objective effectively. Hence,
adequate study of behaviour leads to the better management where the individual perform their
responsibility in better and efficient manner.
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M3: Analyse relevant team and group development theories to support the
development of dynamic cooperation
As the organisation function in the dynamic environment which make it essential for
manager to make competitive team that can suitably participate by taking viable actions. The
manager of company works for the organisational success by developing the potential team that
can collectively attain the objective. Herein, Tuckman's team development theory's each stage
signifies the journey of team member from forming till adjourning. Additionally, the leader plays
immense role to maintain the interpersonal relationship and overcome the disputes for the
development of an organisation (Unsworth, Dmitrieva and Adriasola, 2013). Application of this
theory supports the development of effective team and dynamic cooperation within the
organisation. In the first stage of model, a team is formed in which all the team members meet
to attain a specific objective and begins to work collectively toward it. The leader outlines
mission of M&S, assign roles to team members and provide guidelines for decision making. In
second stage, conflicts and confusions arise in the team over goals, decisions and roles. Here,
leader facilitates discussion and ensure that there is common understanding of agreements. In
Norming stage, all members of team accept each other and works positively towards attainment
of goals. The leader of M&S supports and coach team members and encourage them. In fourth
stage, the team members emphasize on attaining personal as well as team goals and handles
conflicts positively. The dynamic cooperation of team members leads the team toward success.
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In the last stage, after task completion, leaders encourages and recognize high performance and
all the team members celebrate success collectively and separate.
Illustration 2: Tuckman Team Development Model
(Source: Tuckman Model, 2012)
TASK 4
P4: Application of concepts and philosophies of organisational behaviour
Within an organisational context
Path Goal Theory: It is a leadership theory which is mainly based upon different styles
which are used by leaders according to organisational situations. Main purpose of it is to enhance
motivation level of staff members who are working within the company. In Marks and Spencer,
it is used by leaders to deal with business conditions and different situation such as directing
employees and managing conflicts appropriately. All the elements of it are discussed below:
 Directive leadership: In this style of supervision, all the leaders have knowledge about
the things which are required to be done by them. In Marks and Spencer, it is applied by
leaders when a new policy is implemented at workplace. With the help of it they direct
the subordinates to work according to it so that operations can be executed properly.
 Supportive leadership: This style guides leaders to pay attention towards needs and
requirements of employees so that their engagement level could be enhanced. In M&S,
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managers at stores focus on the basic demands of staff members so that all of them could
be fulfilled and their motivation level could be enhanced. It will be beneficial for
managers to ignore the situations of conflicts among them and employees because it will
help to establish good relationships among them.
 Achievement oriented leadership: This element of path goal theory is related to the
process in which leaders set challenging tasks for employees. In M&S, managers are
using it to deal with the situation of decreased engagement level of staff in their jobs.
When some difficult tasks are provided to them then they work productively so that they
can prove themselves (Wilkinson and et. al., 2014). All the leaders who are able to
execute operations independently use this style so that the problems which may take
place in future could be dealt properly.
M4: Evaluate philosophies that help to influence the individual behaviour in
both positive and negative manner
The philosophies or concept of an organisation influences the individual to conduct the
different activities and task effectively. Path goal theory is an essential organisational theory that
affects the functioning in both positive as well as negative manner. Like, in case of directive or
participative leadership style, it encourages the workforce to formulate effective relation and
achieve the result in positive manner. This would positively influence the behaviour of
organisation as a healthy environment remains maintain at workplace. On contrary, application
of such style can lead to slow decision making where less preference or priority is given to the
task (Wong and Ngo, 2012). Hence, the organisation can use different style for the different
situation order to gain positive result.
D2:Critically analyse team development theories to influence individual
behaviour
There are some fundamental concepts of organisational behaviours such as differences
among individuals, their perceptions, desire for involvement, motivated behaviour etc. Each
employee work within organisation is different from another one and their perceptions are also
different. For enriching the quality of work, it is required by the organisation to keep them satisfy
by fulfilling their needs. In this, application of Tuckman team development model plays
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significant role. This model helps in developing effective relations among team members which
enables them to work effectively with proper coordination. Healthy relations between the
members of M&S increase their desire to involve more in the team which influence their
behaviour positively at workplace.
CONCLUSION
From the above report, it has been concluded that organizational behaviour is an integral
part of an enterprise which helps to maintain and control the individual actions and behaviour
towards organization. In addition, there are variety of motivational theory such as process and
content motivation theory which helps company in motivating its employees by satisfying their
needs. Effective team plays crucial role in attaining objectives of company. Tuckman team
development model helps in developing effective teams within organisation which performs
tasks effectively. There are different concepts of organisational behaviour like individual
differences, desire for involvement, diverse perceptions etc. which highly influence their
behaviour.
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REFRENCES
Books and Journal
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