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

This report discusses the factors of organisational behaviour in the context of Marks and Spencer (M&S), including culture, power, politics, motivation, and teamwork. It explores the impact of these factors on employee performance and behaviour, and provides recommendations for improving organisational performance.

ORGANISATION
BEHAVIOUR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
LO1..................................................................................................................................................3
Organisational culture, power and politics..................................................................................3
LO2..................................................................................................................................................6
Motivational theories and techniques..........................................................................................6
LO3..................................................................................................................................................9
Effective team as opposed to an ineffective team.......................................................................9
LO4................................................................................................................................................12
Concepts and philosophies of organisation behaviour to a given business situation................12
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................15

INTRODUCTION
Organisation behaviour (OB) of an organisation always affect its performance and
productivity in its respective industry or sector. top-level management within each company or
business should maintain an ethical environment in its workplace, because an ethical
environment always gives great opportunity to different employee or people of organisation for
developing their performance and workability. Currently top-level management within each
organisation are putting their huge efforts for making their organisational behaviour very
productive. According to different business experts, top-level management within each
workplace is required to properly follow all legal and ethical considerations, because by this step
will defiantly enable to managements for improving people behaviour within workplace. This
report discusses organisational behaviour factor of the Marks and Spencer (M&S). It is a most
popular British retail company, headquartered in London, UK. It serves its products and services
in many countries, like; United Kingdom, Austria, Ireland, Netherlands, France etc. There are
different major aspects of organisational behaviour also has been included in this report like;
culture, power, politics, motivation, teamwork and philosophies etc.
LO1
Organisational culture, power and politics
These are some major factors of an organisation which can affect behaviour and
performance of an individual and team in the workplace (Ahmad and et.al., 2018). There are top-
level management of M&S is highly responsible to always manage these all factor in proper
manner. Otherwise, company can’t achieve an effective workplace. Basically, when top-level
management of a company use power, politics and culture in proper manner, then it can easily
positively affect performance and behaviour of its employees and teamwork. Impact of culture,
power and politics on M&S’ employee and teamwork has been discussed below;
CULTURE
Organisational culture of M&S is currently very favourable for it’s all employees and
teamwork, because the management of this company has succeeded in properly maintaining an

effective culture in the workplace. There is Handy’s culture model has been used below which
will support in knowing actual impact of culture on individual and teamwork.
Handy’s Culture Model
This culture is introduced by Charles Handy, who was 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. These four cultures of Handy’s culture model
has been mentioned below;
Power culture: According to Handy’s power culture, the management of M&S need to use its
power in fully ethical manner. Management is responsible to distribute different power to
different people of company (Bakotić, 2016). For example; It can give power to selected people
to lead teams in the workplace. According to Handy, people in workplace should avoid misuse of
their power, so M&S need to properly consider this factor in its workplace.
Task culture: According to Handy’s task culture, every people of M&S need to properly
understand its task in the workplace to complete on time. Existing management of M&S need to
allot different tasks to it’s all employee for developing company’s performance in the market.
People of company are required for completing their all tasks in proper manner, because it is
important to develop M&S’ customer service.
Role culture: Handy said that, every people or employee within a company is always required to
play great role in all organisational activities. Reason is, when a person properly play role, then it
can able to give its high contribution in growth of that organisation. On the other side, employees
also responsible to properly fulfil their responsibility which their respective management has
given them.
Person culture: According to this culture, existing management of M&S need to create a happy
and healthy work culture for it’s all people or employees. Currently each people want to grow its
personal life, so the management of company is required to give them full growth opportunities
to develop their employees’ lifestyle (Farris, 2018). At the end, the management of M&S can
easily positively affect performance and behaviour of its employee and teamwork.
POWER

Power is another main aspect for the M&S, where top-level management has distributed
various powers to different employee of the company. There is French and Raven’s power types
has been discussed below which will help in understanding impact 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 various people can employ in
their existing job role when it’s important (Ehrlinger, Mitchum and Dweck, 2016). For example;
a leader has power to penalise its team members when they not properly follow instructions.
Reward power: According to reward power, some selected people of company has power for
giving rewards and appreciation to high performers of the company. Employees feel valued by
the management, when management use reward power.
Legitimate Power: There is legitimate power is fully based various social rules, where
management of M&S is required to use this power for wellbeing of employees. This power
promotes ethics within business environment.
Referent Power: This referent power mainly holds by upper management at the M&S. With the
support of this power, the management of company is able to command, monitor and direct all
employees within their organisation.
Expert Power: Only those employees have expert power in a company who are expertise in a
particular area (Forssell, 2018). For example; an employee within M&S is expertise in
developing new strategies, in which it has expert power.
POLITICS
Organisational politics is generally an informal way for managing and directing people in
the workplace. Politics uses by various people in a business only for achieving personal
objectives. Generally, upper management of this company try to avoid use of politics in the
workplace, but politics is still existing in the company. There is Chanlat’s characteristics of

political behaviour has been used below to properly understand existence of politics in the
workplace.
Politics factor mostly negatively affect an individual and team behaviour in the
workplace. Reason is, take personal advantages is the main intension behind politics. This is the
main reason that, management of M&S need to remove politics factor from its business
environment. When a person use politics, then it can negatively affect to performance and
behaviour of individual and teams. That’s why, existing management need to avoid politics
factor in the workplace.
LO2
Motivational theories and techniques
There are various motivational theories has been discussed below which will support to
M&S for achieving its decided goals on time (Griffioen, Doppenberg and Oostdam, 2018). Top-
level management of M&S is highly required to consider these all theories in the workplace,
because when management consider these all theories, then it can easily highly motivate it’s all
employees and teamwork. Basically, there are two types of theories called content theory and
process theory which has been discussed below;
CONTENT THEORY
Content theory of motivation has involved different motivational techniques, like;
Maslow’s hierarchy of needs and McClelland theory of need etc. There are Maslow’s hierarchy
of needs theory has been used below to motivate employees and teams.
Maslow’s Hierarchy of Needs
This is theory was developed Abraham Maslow. Basically, 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 employees are always
highly motivated for fulfilling these needs. In this situation, existing management of M&S

should motivate its employees for working hard in the workplace, because when they work hard,
then they can easily fulfil these needs in their personal life.
Safety needs: These are also prime needs of various employees at M&S, because currently every
person want to live in a safe and secure zone. That’s why, each people or employees gets highly
motivated to fulfil safety needs (Werner, Milyavskaya and Koestner, 2018). On the other side,
company also responsible to provide safe and secure zone to people or employees, because most
employees always be motivated to work in that workplace where existing management take care
about people’ safety and security.
Social needs: Generally social needs involve friendship love & belongingness and family etc. An
employee of M&S never lives without fulfilling social needs. That’s why social needs also
highly motivate to people. An employee always be motivated to fulfil its social needs as well. In
this situation, company can offer employees, work life balance facility in the workplace. This
step of management will definitely motivate to all employees for put their excellent efforts in the
workplace.
Self-esteem: Self-esteem needs are generally such needs, where employees of M&S work hard
for gaining rewards and appreciation from their upper management. This is very necessary task
to the top-level management of M&S, because appreciation and rewards always increase dignity
of employees. When existing management increase dignity level of its employees, then these
employees will be motivated to work effectively in the workplace.
Self-actualisation: Self-actualisation needs, where employees self-creates a need by developing
various desires to become anything. In this situation, these needs are also highly motivating to
people or employees in the workplace.
PROCESS THEORY
Many of companies uses process theory also to motivate its employees and teams
(Grobler and Du Plessis, 2016). There are different motivational techniques has included in
process theory, like; Porter & Lawler, Vroom, Adams and Locke etc. In this situation, Locke and
Latham’s theory has been mentioned below;
Locke and Latham Theory

This is very effective process theory which developed by Edwin Locke and Gary Latham.
This theory involves five goal setting principles which motivates to employees in the workplace.
These all principals have been mentioned below;
Clarity: Top-level management of M&S always has required to clarify each task which it will
give to their employees and teams. With the support of this step, the management of company
can remove different errors from workplace. On the other side, employees be motivated also
when they have clear task.
Challenging Goals: Sometimes, company is required to order people to achieve some
challenging goals, so they can get motivate to deal with such challenging goals. This step has
taken by most of the companies or businesses in the market, because it is too effective in
motivating employees or people.
Commitment: The management need to include commitment factor in its business environment.
It need make each employee committed to achieve decided goals (Mahlamäki, Rintamäki and
Rajah, 2019). Basically, this step is necessary to M&S, because a committed employee always
put huge efforts in the comparison other employees.
Feedback: Various managers and leaders at M&S are required to give feedbacks to all
employees and teams when it is necessary, because this factor also can motivate them. Generally,
when an employee or team get feedback, then it can easily take some useful decisions for
avoiding feedbacks in the upcoming tasks. That’s why this is necessary step for the M&S in the
term of motivating employees.
Task Complexity: Many times, employees face many complexities in any task, in which the
management need to solve such complexities in different task. When existing management of
M&S solve all complexity, then it will be able to motivate its employees or teams to put huge
efforts in the workplace.
Evaluation
There is an effective relationship between culture, politics, power and motivation. The
management of M&S need to properly use these all aspects to improve performance, behaviour

and productivity of its employees and teams (Hadi, Abdullah and Atshan, 2019). If management
ethically use these all aspects, then it will able to take many advantages from these aspects.
Recommendations
The management at M&S has opportunity for improving it’s all over performance in the
market by systematically using culture, politics and power. On the other side, M&S can use
different motivational theories for improving performance and behaviour of individual and teams
within workplace. These steps will completely develop productivity of M&S in the retail
industry.
LO3
Effective team as opposed to an ineffective team
Teams are defined as bunch of people working to achieve the common targets.
Differences between an effective team and an ineffective team can be summarises in the
following points.
Point of difference Effective team Ineffective team
Meaning Effective team is defined as
all such teams who has
achieved the significance
behind formation of team.
Teams that are achieved the
objectives are called as
effective team (Mansouri,
Singh and Khan, 2018).
Ineffective team is defined as
all such team who are not
able to cope up with
objectives behind formation
of such team.
Productivity Productivity is stated as
achieving all objectives
behind forming a team.
On the basis of lack of
productivity, a team is
projected as an ineffective
team.
Team meetings Team leaders in effective
team conduct regular team
Team leaders in Ineffective
team also conducts team

meetings.
Regular team meetings
provide scope of improving
team performances.
meeting but the team
meetings in ineffective team
more like irregular.
Due to irregularity in team
meetings members do not
able to discuss about
strategies (Alasad, 2020).
Communication Team leaders in effective
team give huge emphasis to
channelize effective
communication between the
team.
Team leaders in ineffective
team do not give much
emphasis to channelize an
effective communication
between team members and
team leaders to monitor and
control, the team activity.
Strategy formation Strategies are among the key
aspect of an effective team.
With the support of
productive strategies team
leaders able to cope up with
the objectives behind
formation of team.
Team members also allowed
giving constructive
feedbacks and suggestions
for strategy formation in
effective.
Ineffective team also work
on the basis of strategies but
team leaders do not take
constructive feedbacks from
team members about
strategies.
Clarity of individual role Team leaders in effective
team make clarify all
individual roles and
responsibilities at the
beginning of the team
In ineffective team leaders
also clarify roles at the initial
stage of the team formation
Due to improper control over
team operations such teams

formation. do not perform based on the
expectations of the
management in Marks and
Spencer Company.
The above points can be summarises as the key differences behind an effective team and
an ineffective team.
Tuck man team development theory
Management of the Marks and Spencer Company can form teams with the support of
Tuck man team development model. This model is a professional approach to form a team. As
the management of the Marks and Spencer Company channelizes decentralised process to
operate different operations functions some specific operations requires team creation as it
needed bunch of individual to operate functional roles associated with such tasks. Tuck man
team formation model can be used to form a team based on the need and requirements of the
operation. This model is a well diversified approach for building a team. It involves different
stages in team formation which involves forming, storming, norming and performing. With the
support of all stages company can form an effective team that can meet up all objectives of the
team.
Forming: Forming is the initial stage involves in Tuck man team development model. This is the
stage where all team members gather to interact with each other. Team leaders in this stage
introduce each team members and clarify all objectives and roles of the team in the company.
Team leaders also clarify about individual roles and responsibilities of every team members
associated with the team. This is also a critical stage involve in team building process. Team
members ask multiple questions about different aspects of team formation and its objectives,
roles and responsibilities (Pan and et.al., 2018). Team leader’s needs to clarify all doubts arise in
the mind of team members about the formation of team. Generally on the basis of the needs and
requirements of the operations individual roles and responsibilities of all team members are
segregated. Team leaders also consider individual skills and capabilities of team members while
distributing roles.

Storming: Storming is also the key stage involve in team formation. At this stage issues are also
arises between team members. All team members also try to establish individual influence in
team on the basis of knowledge and experience. Arguments between team members are also
possible in this stage (O'Grady, 2018). Team leaders solve all issues between team members.
Team leaders also try to establish a bond between team members at this stage. Teams are defined
as bunch of peoples working to achieve the mutual objectives. Storming is the stage where team
leaders try to frame a proper team by uniting all team members.
Norming: Norming is the third stage involve in team building process. This is the stage all team
members becomes part of the team at mental level. Due to bonding between team members all
members starts to appreciate each other skills and capabilities at this stage (Lee, Nie and Bai,
2020). In this stage of team formation all team members starts to know the efficiency of all team
members. Issues also resolve at this stage between team members. Team members also get to
know about each other’s strengths and weaknesses. Team members also start to support other
team members at this stage. Constructive feedbacks also take by team leaders to improve the
team efficiency.
Performing: Performing is among the most significant stage involves in team development
model specified by Tuck Man. In this stage all team members’ starts to perform based on the
strategies developed by team leaders. This is the stage which allows team leaders to achieve all
objectives behind formation of team. Team leaders also make suitable changes at this stage in
strategies and working approaches to improve the team performance.
The above stages indicate about the different stages involved in Tuck man team
development model. This model is a diversified approach of team development.
LO4
Concepts and philosophies of organisation behaviour to a given business situation
Organisation behaviour is projected as the approaches of the human resources associated
with the organisation towards achieving overall objectives of business.
Motivation practices in company: Marks and Spencer Company is among the big brand in
retail sector all across the globe. Content and process theories of motivation drive management

to improve the employee morale. On the basis of the needs of employees company try to
motivate them by meeting all such expectations of employees and needs (Abdullah and Kamil,
2020). Management of Marks and Spencer Company has developed the organisation hierarchy of
the company in such a way that employees in company also get effective growth opportunities at
the internal level of organisation.
Employee development: Organisation behaviour has supported Marks and Spencer Company in
providing effective growth and development opportunities to employee’s part of the
organisation. Concept and philosophies of organisation behaviour has supported management to
introduce different employee development campaigns such as skill development, employee
motivation and other campaign that has supported the effective growth of employee’s part of the
company.
Collaboration practices: Organisation behaviour has also driven the management of Marks and
Spencer company to channelize collaborative practices in organisation. Collaborative practices
improve the work culture of company (Dadich, Collier and Hodgins, 2019). This also resulted
into effective work culture in company. Collaborative practices between departments like
Marketing and Public relation has improved the trust between employees. This has also
improved the work efficiency of different functional activity of company.
Team development activity: Concepts and philosophies of organization behaviour have also
guided Marks and Spencer Company to follow the practice of team development. Team
development is a critical task which requires physical and moral support from employees and
management. Due to Tuck Man Team development model company could construct various
effective team based on the needs and requirements of operations. This model of team formation
is diversified in nature and provides a professional approach to form a team as it involves
multiple stages to form a team.
The above mentioned points are the key areas of development that the concepts and
philosophies of organisation behaviour have made in Marks and Spencer Company. Organisation
has transformed all its operations by installing latest technologies to improve the service quality
of company as a part of the organisation behaviour.

CONCLUSION
This report has summarised different concepts and philosophies associated with
organisation behaviour. Impacts of different factors like culture, politics and power has also
demonstrated in this report over organisation performance. Different power culture, work culture
and other form of culture has specified in this report. Politics in company also influences all
aspects of company. This report has also demonstrated the influence of content and process
theories over improving employee motivation in company. Both the theories project that
employee motivation immensely influenced with the needs and demands of such employees.
This report has also specified the key differences between effective team and an ineffective team
on the ground of communication, productivity and other key factors. Tuck man team
development model has also specified in this report. Team formation must be divided into
different stages which include forming, storming, norming and performing. This report has also
projected the impacts of organisation over company in the face of improving collaboration,
motivation of employees and in other contexts.

REFERENCES
Books & Journals
Abdullah, M. R. and Kamil, N. L. M., 2020. Demographic Characteristics And Organisational
Citizenship Behaviour In Public Institutions. Institutions and Economies. 12(2). pp.89-
105.
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.
Alasad, H., 2020. The Impact of Agile Processes on Organisational Behaviour Within Current
Banking Practice (Doctoral dissertation, Auckland University of Technology).
Bakotić, D., 2016. Relationship between job satisfaction and organisational
performance. Economic research-Ekonomska istraživanja, 29(1). pp.118-130.
Dadich, A. M., Collier, A. and Hodgins, M., 2019. [In Press] Navigating and understanding
organisational complexity in health services: the value of POSH-VRE. Journal of
Management and Organization.
Ehrlinger, J., Mitchum, A.L. and Dweck, C.S., 2016. Understanding overconfidence: Theories of
intelligence, preferential attention, and distorted self-assessment. Journal of
Experimental Social Psychology. 63. pp.94-100.
Farris, D., 2018. Organisational citizenship behaviour in university administrative
committees. Journal of Higher Education Policy and Management. 40(3). pp.224-238.
Forssell, R. C., 2018. Gender and organisational position: predicting victimisation of
cyberbullying behaviour in working life. The International Journal of Human Resource
Management, pp.1-20.
Griffioen, D. M. E., Doppenberg, J. J. and Oostdam, R. J., 2018. Organisational influence on
lecturers’ perceptions and behaviour towards change in education. Studies in Higher
Education, 43(11). pp.1810-1822.
Grobler, S. W. and Du Plessis, Y., 2016. Requisite leader behavioural competencies for
sustainable organisational performance. Acta Commercii, 16(1). pp.1-8.
Hadi, A. A., Abdullah, H. and Atshan, N., 2019. Effect of organisational integrity and leadership
behaviour on organisational excellence. International Journal of Organizational
Analysis.
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.

Mahlamäki, T., Rintamäki, T. and Rajah, E., 2019. The role of personality and motivation on key
account manager job performance. Industrial Marketing Management. 83. pp.174-184.
Mansouri, A. A. A., Singh, S. K. and Khan, M., 2018. Role of organisational culture, leadership
and organisational citizenship behaviour on knowledge management. International
Journal of Knowledge Management Studies. 9(2). pp.129-143.
O'Grady, S., 2018. Organisational citizenship behaviour: Sensitization to an organisational
phenomenon. Journal of nursing management. 26(7). pp.795-801.
Pan, Y. C. and et.al., 2018, July. Extending technology acceptance model for proximity mobile
payment via organisational semiotics. In International Conference on Informatics and
Semiotics in Organisations (pp. 43-52). Springer, Cham.
Werner, K. M., Milyavskaya, M. and Koestner, R., 2018. Examining the role of approach-
avoidance and autonomous-controlled motivation in predicting goal progress over time.