Organisational behaviour - Waitrose Assignment

This report is on "Philosophies and concepts of organization behaviour". The organization's power, culture, and politics are a few of these aspects which ensure that the organizational practices motivate employees. The report will discuss culture in organizational context can be defined as shared values, beliefs or practices that employees working in a same workplace adopt and implement to interact with each other. In this report, effective versus ineffective team has been discussed and different group development theories will be discussed. This report will also highlight the various philosophies that can be applied in Waitrose in order to improve a business situation.

ORGANISATIONAL
BEHAVIOUR

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
LO 1.................................................................................................................................................3
P 1 Influence of culture, politics and power on behaviour in Waitrose.................................3
LO 2.................................................................................................................................................7
P 2 Motivation techniques and models for individuals and teams.........................................7
LO 3...............................................................................................................................................10
P 3 Effective team as opposed to ineffective team...............................................................10
LO 4...............................................................................................................................................15
P 4 Philosophies and concepts of organization behaviour...................................................15
CONCLUSION..............................................................................................................................17
REFERENCES..............................................................................................................................19

INTRODUCTION
Organizational Behaviour can be defined as a study of individual as well as team
performance in an organizational setting where it is examined that how employees are behaving
and interacting with other employees and senior management (Borkowski, 2015). In this report,
influence of culture, power and politics on Waitrose which is a UK based retail store has been
observed and various motivation theories for employees have been discussed for individuals as
well as teams. Further, in this report, effective versus ineffective team has been discussed and
different group development theories will be discussed. Lastly, this report will also highlight the
various philosophies that can be applied in Waitrose in order to improve a business situation.
MAIN BODY
LO 1
P 1 Influence of culture, politics and power on behaviour in Waitrose.
In an organization as wide as Waitrose, there are many aspects that collectively form an
organization. The ethics, working culture, power and politics are a few of these aspects which
ensure that the organizational practices motivate employees.
Culture:- Culture in organizational context can be defined as shared values, beliefs or practices
that employees working in a same workplace adopt and implement to interact with each other. At
Waitrose, in order to ascertain the influence level of culture, Hofstede's Culture Dimension
Theory and Handy's Model can be implemented. There are five major dimensions i.e.:- Power Distance Index (PDI) under which variation in power that is given to employees
at different levels is ascertained from view point of lower level employees. Higher PDI
index depicts clear distribution of hierarchy (Kanfer and Chen, 2016). In Waitrose, there
is a moderate PDI were employees have authority that they require for completing their
job roles, yet there is no sufficient power available. Individual employees at Waitrose get
motivated by the appropriate authority they have and as a team also they are benefited but
the difference in authority level as per the difference in position brings feeling of
inferiority in team members. Individualism v/s Collectivism is another dimension where a collectivism depicts the
integration of employees of a company with each other and individualism shows the
importance that employees give to themselves as individuals. At Waitrose, the employees

of the company are closely integrated with each other and assist each other growing
collectively. As an individual sometimes this presents as a complexity because employees
are not able to garner any personal benefits but as a team this is an extremely motivating
factor since it ensures collective growth of all the team members. Uncertainty Avoidance is the third dimension where lower index indicates the
acceptance level of employees towards something unexpected or unaccounted and higher
index depicts that employees are rigid and do not easily adjust themselves as per the
changing situations (Kinicki and Fugate, 2017). In Waitrose, the index score is moderate
where the employees accept and adjust to changes but slowly. At an individual adjusting
to the emerging challenges is a challenging task and employees at Waitrose do not adjust
to it easily and it gets further complicated for teams since there are employees with varied
personalities and these affect each other. Masculinity v/s Femininity is the fourth dimension which identifies the gap between
female and male empowerment. A male dominated culture gives more power to males
and female dominated culture gives extra power to females. At Waitrose, a balanced
culture is adopted where both male and female employees are given equal opportunities
and rewards (Lăzăroiu, 2015). Employees as an individual as well as team are highly
motivated due to equal male female employee treatment.
 Long Term v/s Short Term Orientation is the last dimension under which measures
integration of past traditions and values with currently changing environment. A lower
index value indicates that employees honour traditions but also inculcate modern
practices and changing culture but a higher index depict that employees are resilient and
do not easily leave their traditions and values. At Waitrose, orientation index is lower i.e.
they accept and integrate modern practices with older ones (McShane and Glinow, 2017).
Employees as individuals are extremely motivated but sometimes while working in teams
orientation problem might arise between older and younger team members.
Thus, by application of Hofstede's Cultural Model it could be determined that while some
aspects of Waitrose are culturally strong like equal male-female treatment, short term orientation
etc., there are certain problems also like moderate PDI which should rather be lower. However,
the overall cultural aspect of the company is strong and influences the behaviour of employees as
a team and as an individual in an organization in positive manner.

Handy's Power Culture divides culture into four classes i.e. Power, Role, Task and
Person. Power Culture indicates that the authority and decision-making power is in limited
hands who decide what is to be done and then convey it to the lower and middle level of
employees. Individuals find this culture as negatively influencing but in team this might prove to
be an effective strategy in getting the work done. Under Role Culture, the power of person is
determined on the basis of his authority and job roles. Higher level of role indicates more
authority and vice-e-versa. As an individual, this culture seems to be motivating but on a team
basis this creates negativity amongst the team members impacting them negatively. Task
Culture is another aspect which addresses the power structure of a team i.e. team leader will
have more powers as compared to other team mates and there performance gets improved but as
an individual this is a neutral culture which does not affect their performance in any manner..
Person Culture is the last under which every employee has similar powers and duties and they
all work collectively at similar levels (Miner, 2015) This is the highest performance structure for
employees at an individual level since productivity is maximum but while working in team
conflicts might arise. In Waitrose, Role culture is the most prominent culture where every
employee is given adequate power as per his job role but when crucial decision needs to be
formulated top decision-makers are power holders. Therefore, employees and teams of
Waitrose are empowered yet dependent on each other.
Power:- Power is another crucial aspect of organizational behaviour where authority is
distributed between individuals. French and Raven Model classifies Power into five distinct
forms:- Coercive Power:- This is a forced power under which the other party is forced to comply
in physical, emotional or economical manner. Although this kind of power is not
exercised at Waitrose, but sometimes when the performance or behaviour of an employee
is consistently deteriorating, coercive power might be used. As an individual or in a team
this kind of power is not supported by employees at Waitrose and impacts their
performance negatively. Rewards Power:- Reward power is interlinked with performance where a good
performing employee is rewarded and an employee with bad performance is punished.
Waitrose utilizes this kind of power where they give appropriate rewards to the deserving
employees which further motivates other employees as well. This power motivates

employees as individual and as team members to work harder so that rewrds can eb
achieved, Legitimate Power:- This kind of power is received from succession and can be referred
as 'Title Power' because this kind of power usually comes when a person is appointed on
a certain position and goes away with that position (Osland, Devine and Turner, 2015). In
Waitrose as well this kind of power is held by CEOs and other senior management staff.
This increases the motivational level of other employees as an individual as well and as a
team, this is the best productive power structure since performance is maximum. Referent Power:- Referent Power can be defined as that kind of power which is garnered
by good work, experience, knowledge etc. When a person is consulted by his colleagues
or team mates, he is said to posses referent power. This kind of power is exercised only
by a few key personnels of Waitrose who have a vast following of employees and are
often consulted. In a team this will increase the productivity of employees highly but as
an individual this might create animosity within employees.
 Expert Power:- This kind of power comes into possession when the person has a lot of
knowledge related to his particular area or field. This kind of power or authority is
usually informal. At Waitrose, this kind of power is usually garnered by experienced
store managers who have been working for long time period and impacts positively at
both individual as well as team level.
Politics:- Politics can be either good or bad. Good politics involve implementation of those
tactics or methods at workplace which helps in increasing the productivity of employees without
hem knowing directly. On the other hand, Bad Politics at workplace involves manipulation and
shifting of blame on each other (Podsakoff, MacKenzie and Podsakoff, 2018). At Waitrose, the
senior management implemented positive politics where they formulate various tactics like
praising employees, creating a favourable environment, indirect manipulation etc. which
increases employee productivity but they have ensured that politics does not cater a negative
impact on its employees. In a team, one can often find bad politics which impact the performance
of all the team members negatively but by significant management practices, this can be
converted into good politics. However, at an individual level, in Waitrose, bad politics is
discouraged and therefore, usually the culture is motivating where managers use tactics to

motivate the employees positively and also reward them adequately to keep them happy and
satisfied.
LO 2
P 2 Motivation techniques and models for individuals and teams.
Motivation can be defined as driving factors that stimulates an individual to work harder
so that their goals can be achieved. Individuals and teams both are an integral part of every
organization and there are separate motivation techniques which should be applied by
management of Waitrose in order to improve overall productivity. Content and Process are two
kind of motivational theories which can be implemented:-
Content Theories of Motivation:- Content Theories basically identifies the reasons
behind motivation i.e. “What” are those factors which motivate employees to achieve their goal
Illustration 1: Motivation Theories
Source:- Motivation theories, 2018

and targets. Content theories are individually centred and take their individual point of view in
consideration. Two major content theories are:-
Herzberg's Two Factor Theory:- This theory split motivation into two different
categories of factors i.e. motivating factors and hygiene factors. Motivating factors involve
recognition at workplace, achievement, responsibility etc. which creates job satisfaction resulting
in increased productivity and Hygiene factors involve salary, working environment and
conditions, administration etc. Herzberg stated that while motivating factors increase
satisfaction, hygiene factors give no satisfaction i.e. hygiene factors need to be present at a
workplace so that employees can work satisfactorily and motivating factors are actual
motivators. At Waitrose, management ensures that there are proper working conditions for
employees so that they can work comfortably and the motivating factors are also integrated i.e.
staff is regularly rewarded and praised; many monetary as well as non-monetary incentives are
also given etc. thus keeping employees at an individual level extremely satisfied. They also give
adequate salary to the employees and regularly appreciate these employees so that as an
individual hey work in an extremely motivated manner.
McClelland's Theory:- McClelland laid emphasis on achievement of existing needs
rather than future needs and claims that there are three major motivators behind an individual's
performance as an employee i.e.-
Achievement:- This factor comprises the need to accomplish something coveted which will
exhibit the superior position of a person (Motivation theories, 2018). These act as the internal
drivers of motivation where an individual seeks recognition and often takes riskier or challenging
tasks. At Waitrose as well, employees are regularly given recognition and awards whenever their
performance is good. This will increase their productivity and ultimately help in achievement of
organizational objectives.
Affiliation:- This need is related to the love and belongingness where an individual seeks a
social group or friends to which they can belong. These act as motivating factors because
employees strive to be held in high regards and this can be done only when their output i.e.
performance is good. At Waitrose, the employees share friendly bonds where they integrate with
each other and form informal communication bonds. This keeps the work culture positive so that
employees can work motivatedly which ultimately improves their performance and reduces
unnecessary conflicts.

Power:- This third factor, i.e. the need to control and regulate the subordinates and exercise some
kind of control over them often motivates an individual to work harder (Stewart, Courtright and
Manz, 2019). They intend to work hard so that they can achieve that position which will give
him the authority and power that he covets. At Waitrose, the power delegation is great where
employees have the authority that they require based on the position that they are and the job role
that they are assigned with. In order to accomplish theb objecticves, it is extremely necessary to
implemente appropriate power and authority on employees so that they can work in a productive
manner and achieve the goals.
Process Theories:- Process theories are basically those theories that address “How” part
i.e. how an employee can be motivated and are usually formulated in a process i.e. a series of
steps that need to be followed in order to implement such theories. There are two major process
theories which can be applied at Waitrose:-
Vroom's Expectancy Theory:- As per Vroom, Motivation can be defined as a process through
which decision to select one alternative out of all the available ones are made. There are three
major parts i.e. expectancy, instrumentality and valence which collectively motivates the entire
team to increase their productivity.
Expectancy defines the belief that if an employee works harder, they will be able to
succeed more thus getting appraisals and when employee's individual performance increases, the
performance of Waitrose as a whole automatically improves.
Instrumentality is defined as how attractive the reward that is promised to an employee is
or how hard he will work in order to achieve that reward (Vasu, Stewart and Garson, 2017).
When an employee formulates an aim to achieve that reward, he will improve his performance
and this will automatically result in improved performance of Waitrose.
Valence can be defined as the importance that an employee places on achievement of
rewards and its value. When the value for such reward will be high, they will try harder to
achieve these goals. This will again directly influence the performance of Waitrose overall.
Adam's Equity Theory:- This theory emphasizes that managers need to treat their employees
equitably i.e. the input that managers expect form employees should be equivalent to the output
that employees expect. The reward should be as per the tasks that have been assigned to them.
When this output input ratio is balanced, employees are automatically motivated to work harder.
Input at Waitrose involves, the skills, experience, knowledge, flexibility etc. and output at

Waitrose involves Salary, Rewards and Recognition. Managers ensure that these are adequately
balanced and employees are satisfied with both monetary and non-monetary benefits. When the
balance is not proper i.e. inputs and outputs do not match then either employees will reduce their
performance quality and levels or can ask for a pay raise; or the managers can reduce the salary
of employees if they are not giving desired outcomes (Vibert, 2017). Thus, a balanced ratio helps
in achieving organizational targets and thus improve productivity.
LO 3
P 3 Effective team as opposed to ineffective team
A team is a group of people which comes together to work for accomplishing a similar
task or objective. For an organization it is very necessary to have an effective team because all
the work within a company is done with help of the employees only. Therefore, it is necessary
for Waitrose to have an effective and efficient team (Pinder, 2014). Team dynamics refers to as a
system of psychological and unconscious forces which influences the behaviour and direction of
the team members and their way of working. The team dynamics needs to be positive because if
the dynamics of the team will be good then there will be more trust and confidence among all the
team members. The team dynamics are important to be maintained because it impacts the
productivity and creativity of the team members.
Difference between effective and ineffective team
Basis Effective team Ineffective team
Meaning The effective team is a team
wherein the goals and
objectives of the team are well
defined and every team
members knows what work
they have to perform.
It is a type of team wherein
there are not clearly defined
objectives and goals and there
is confusion as what work is to
be performed by whom.
Participation All the team members
participate in the team working
with full dedication and works
in direction of achieving the
group goal.
Here there is no self
participation of the team
members. They participate
only because there leader or
superior have asked them.

Decision making Here mainly the decision are
taken on basis of group
consensus and consent of
every team member is taken
before reaching to a final
decision.
Here the leader or the team
manager takes the decision and
other team members have to
follow them (Osland, Devine
and Turner, 2015).
For an effective team work it is necessary for the company to have its employees with
certain skills and attributes. For instance all the employees of the company needs to posses good
communication skills (Wagner III and Hollenbeck, 2014). It is because of the reason that if the
communication skill of the employees are not good then they are not able to communicate in an
effective way which may hamper the work of team.
Different team and group development theories for development of co- operation
For managing a team it is very necessary to maintain coordination among all the team
members within a team. For this many different types of theories are used for promoting
coordination and co- operation among all the team members. For this following theories can be
implemented by Waitrose for developing co- operation are as follows-
Tuckman team development theory
The stages of the theory are as follows-
Stage Description
Forming For making a team Waitrose company has to
first bring together the individuals who can
perform the different types of task within a
team to accomplish the aims of the team which
will contribute to overall achievement of the
overall objectives of the company. Here all the
team members try to build an insight of the
other team members.
Storming It is a stage wherein the team leader of
Waitrose builds some clarity relating to the

activities to be performed by the team
members. This stage involves the process of
brainstorming where every team member share
its views and ideas relating to achievement of
the objective effectively (Borkowski, 2016).
Norming After the success of storming phase the team of
Waitrose moves to norming stage. It means that
in storming stage the team has clearly defined
its objective of work. In this stage Waitrose
will establish some norms and rules which all
the team members have to follow in order to
work in a ethical and coordinated way (Hauser,
2014).
Performing After the setting up of all the norms and rules
and regulations the next stage is to actually
perform the task. Here the team of Waitrose
communicate with each and works in a
coordinated way to accomplish the group goals
effectively and efficiently.
Adjourning This is the last stage of team development
where the company ensures that whether the
work is in accordance with the accomplishment
of the business goal. And whether the team is
able to achieve the team goal or not and if it
has not achieved then corrective actions are to
be taken.

Illustration 2: Tuckman team development model
(Source: Tuckman Team Development, 2015)
Belbin team roles
this is yet another team development theory which can be implemented by Waitrose in
order to increase co- operation among the team members. According to this theory Waitrose
must have the following nine roles within its team-
Team roles Description
Implementer It is the role within Waitrose where the person
is a practical organizer for the whole team.
Within Waitrose it plays the role of putting the
ideas into plans and to plan a systematic way of
executing the work (Graham, Ziegert and
Capitano, 2015).
Resource investigator In Waitrose, it is someone who has many
contacts outside the organization and is an
open- minded and enthusiastic person who
brings in new ideas and opportunities with its
contacts (Tankebe and Meško, 2015).
Plant This is an creative thinker of the team of
Waitrose who innovates in new ideas and with
its creative thinking tries to solve difficult

problems.
Monitor This is an analyst of the team within Waitrose
who thoughtfully analyses the situation and
provides its overview and judgement relating to
the situation.
Shaper He is an passionate and wilful person in
Waitrose who looks for challenges and tries to
move team in forward by overcoming the
obstacles by handling conflicts easily.
Coordinator This person within Waitrose helps all the team
members and clarifies all their doubts and
problems and coordinates all the working of
the team in direction of accomplishment of
team objectives.
Complete finisher This is an individual of Waitrose within the
team who has ability to identify what can be
wrong within the team working because he is
very attentive and checks all the minute details
of the team working (Belbin Team Role Model
Management, 2014).
Team worker This is the most sensitive role within the team
of Waitrose as this is more focussed towards
maintenance of cordial and friendly relation
with other team members and creates feeling of
togetherness among all the team members.
Specialist This is an individual who has immense
knowledge and expertise relating to its field
and advises to any problem within the team at
Waitrose and help them in addressing the

problem effectively.
LO 4
P 4 Philosophies and concepts of organization behaviour
Concept of organizational behaviour- basically the concept of organizational behaviour depends
on two elements which are-
Nature of people- it includes basic attributes and qualities which must be possessed by a
person while performing within the business. These qualities are like perception, motivated
behaviour, value of person and many other related things. It also includes the behaviour of
people toward s
Nature of organization- this states the motive for which the organization exists it
includes the social system of the organization that is the formal and the informal system of the
company and the ethics which the company needs to follow while performing its task.
Philosophies of organizational behaviour
There are many different types of philosophies in relation with the organizational
behaviour. Major one are discussed in the adjoining points below-
Path Goal Theory- by the name the theory suggest that path goal states that the leader must work
towards the path which leads to achievement of the goal. The leader under this theory that they
sets the goal for the whole team and motivates the employees to work with their fullest capacity.
Under this theory the leader is responsible for defining and guiding the subordinates as what
action they have to perform in the direction of achieving the group goal. This theory states that
different types of styles a leader can use in order to deal with different situation. These styles
under this theory which can be used by Waitrose are as follows-
Directive leadership- it is a type of practice which a leader can follow wherein the leader
tells subordinates what work they have to perform and provides direction and guidance to the
subordinates (Hystad, Bartone and Eid, 2014). This is usually implemented while taking
important decision which involve changing the organizational framework etc.
Participative leadership- it is another type of leadership style under path goal theory
under which the leader before taking any decision consults all the team members and allow them

to participate in the process of decision making by taking their suggestions and views before any
decision. This is implemented when work is done in teams and an integrated manner.
Achievement oriented leadership- it is yet another type of leadership which can be used
for achieving the goals (Cartwright and Cooper, 2014). Here the leader following this style sets
some challenging goals and expects from the subordinates to achieve these challenging task with
high performance. When target based evaluation is done on the performance this is best
leadership.
These leadership style is dependent on many different contingencies to the workplace
which are as follows-
Subordinates characteristics- it includes the characteristics of subordinates like the needs
of employees, there interest of control, their experience, anxiety and willingness to leave the
company if any problem occurs and many other. For instance if the subordinates are not much
dedicated towards their work then the leader can use supportive leadership because under this
leadership style the leader with his friendly and cordial relation will influence the subordinates
towards the path of goal achievement.
Characteristics of work environment- this includes the attributes of the working
environment which involves the team dynamics, the structure of the task to be performed and
many other related tasks. For example if the employee or the subordinate is performing some
difficult task then the leader must use the participative style of leadership. The underlying reason
is that this will help the employee to get their mind refreshed and carefully perform the difficult
task.
Evaluation of different philosophies and how they influence behaviour in both positive and
negative way
With the analysis of the above discussed path goal theory it is inferred that this theory
influences the behaviour of the employees both in negative as well as positive manner. It is
because of the reason that these this theory guides the behaviour of the leader towards their
subordinates (Borkowski, 2016). Therefore, it is very necessary for Waitrose company to
effectively use the different leadership styles according to the situation so that the group goals
are met successfully.

Another major philosophy is given by Eddie Obeng for easier adaptation and
implementation of changes in the company. He formulated a New World Management Concept
which is a management theory under which he emphasized that organizations similar to
Waitrose need to train their employees in such a manner that they can regularly identify the
changes and accommodate them. Employees of Waitrose, after Brexit can be alert about the
changing practices and the advancement in the retail sector so that they can measure the impact
and formulate those policies which would include its impact. Further, based on the Kolb's
Learning Cycle, he categorized the development of employees in five different stages and laid
importance on the fact that with changing times only those who are rapid learners can succeed.
Positive influence
 This theory helps the leaders in framing a structure that how the team work can lead to
achievement of the group goals and objectives. Another influences on behaviour is that the employees feel good when the leader asks for
the support of the employees within decision making process.
Negative influence
 The major negative impact is that too much involvement of leader can build some
negative feelings among the employees and subordinates. The another negative impact is that more involvement of leader within the working might
lead to the situation that the subordinates may depend on the leader only and not take
initiative by their own.
Critical evaluation of relevance of team development theory in context of organizational
behaviour philosophies
For a successful working of the company it is very necessary for the company to have a
coordination between the philosophies of organizational behaviour and team development
theory. The reason behind is that both of the things are interrelated with each other (Lindebaum
and Jordan, 2014). For a team to perform better they needs a good organizational behaviour and
good way of working and culture within the Waitrose. Therefore, if the organizational culture is
not good enough than it will affect the working of the company and path of achieving the goals.
CONCLUSION
With the help of the assignment it can be concluded that for a successful business it is
necessary for the company to maintain a good organization behaviour. The report started by

analysing the culture, power and politics of the company by applying some models like Handy's
power culture model, French and Raven model and Hofstede culture model. further the
assignment helped in enhancing the knowledge relating to content and process theories of
motivation such as Herzberg's Two Factor Theory, Vroom expectancy theory and many others.
Next the report highlighted the difference between effective and ineffective team along with
application of some theories like Belbin team roles and Tuckman team development theory. At
last the report outlined some philosophy of organizational behaviour that is path goal theory and
its positive and negative influence.

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