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

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