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Organisational behaviour - Waitrose Assignment

   

Added on  2021-02-19

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ORGANISATIONALBEHAVIOUR

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

INTRODUCTIONOrganizational Behaviour can be defined as a study of individual as well as teamperformance in an organizational setting where it is examined that how employees are behavingand 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 beenobserved and various motivation theories for employees have been discussed for individuals aswell as teams. Further, in this report, effective versus ineffective team has been discussed anddifferent group development theories will be discussed. Lastly, this report will also highlight thevarious philosophies that can be applied in Waitrose in order to improve a business situation.MAIN BODYLO 1P 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 anorganization. The ethics, working culture, power and politics are a few of these aspects whichensure that the organizational practices motivate employees. Culture:- Culture in organizational context can be defined as shared values, beliefs or practicesthat employees working in a same workplace adopt and implement to interact with each other. AtWaitrose, in order to ascertain the influence level of culture, Hofstede's Culture DimensionTheory 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 employeesat different levels is ascertained from view point of lower level employees. Higher PDIindex depicts clear distribution of hierarchy (Kanfer and Chen, 2016). In Waitrose, thereis a moderate PDI were employees have authority that they require for completing theirjob roles, yet there is no sufficient power available. Individual employees at Waitrose getmotivated by the appropriate authority they have and as a team also they are benefited butthe difference in authority level as per the difference in position brings feeling ofinferiority in team members.Individualism v/s Collectivism is another dimension where a collectivism depicts theintegration of employees of a company with each other and individualism shows theimportance that employees give to themselves as individuals. At Waitrose, the employees

of the company are closely integrated with each other and assist each other growingcollectively.As an individual sometimes this presents as a complexity because employeesare not able to garner any personal benefits but as a team this is an extremely motivatingfactor since it ensures collective growth of all the team members.Uncertainty Avoidance is the third dimension where lower index indicates theacceptance level of employees towards something unexpected or unaccounted and higherindex depicts that employees are rigid and do not easily adjust themselves as per thechanging situations (Kinicki and Fugate, 2017). In Waitrose, the index score is moderatewhere the employees accept and adjust to changes but slowly. At an individual adjustingto the emerging challenges is a challenging task and employees at Waitrose do not adjustto it easily and it gets further complicated for teams since there are employees with variedpersonalities and these affect each other.Masculinity v/s Femininity is the fourth dimension which identifies the gap betweenfemale and male empowerment. A male dominated culture gives more power to malesand female dominated culture gives extra power to females. At Waitrose, a balancedculture is adopted where both male and female employees are given equal opportunitiesand rewards (Lăzăroiu, 2015).Employees as an individual as well as team are highlymotivated due to equal male female employee treatment.Long Term v/s Short Term Orientation is the last dimension under which measuresintegration of past traditions and values with currently changing environment. A lowerindex value indicates that employees honour traditions but also inculcate modernpractices and changing culture but a higher index depict that employees are resilient anddo 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 teamsorientation problem might arise between older and younger team members. Thus, by application of Hofstede's Cultural Model it could be determined that while someaspects of Waitrose are culturally strong like equal male-female treatment, short term orientationetc., 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 asa team and as an individual in an organization in positive manner.

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