Organisational Culture and Workforce Motivation

Added on -2021-02-21

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Organisational Culture and Workforce Motivation
ORGANISATION CULTURE ANDWORKFRORCE MOTIVATIONINTRODUCTION ..........................................................................................................................1TASK 1............................................................................................................................................1P1 Identify how culture, politics and power influences individual, team behaviour andperformance of an organisation..............................................................................................1M1 Critical analysis of how individual and team behaviour performance can be influenced byorganisation culture, power and politics.................................................................................4TASK 2............................................................................................................................................4P2 Evaluate how content and process theory of motivation enable effective achievements ofgoals........................................................................................................................................4M2 Evaluating critically that how effective application of motivational theories, concepts andmodels will influence behaviour of others.............................................................................7D2 Critically evaluating relationship between culture, politics, power and motivation thatenables organisation and teams to succeed with recommendations.......................................7CONCLUSION................................................................................................................................8REFERENCES................................................................................................................................9
INTRODUCTION Organisational culture is the underlying belief values, ways to interact and assumptionswhich contributes in physiological and social environment of a company. It involves experience,philosophy and expectations of an organisation along with basic values which guides thebehaviour of members. Culture is defined as shared custom, belief, attitude and rules which havespecified over time (Bissell and Dolan, 2012). Motivating workforce is a challenging work as itcan results into negative outcomes if appropriate methods and techniques are not adopted. Thisproject is written in context with Marks & Spencer which is a UK based multinational retailer,situated in Westminster, London. Company specialise in offering home and food products andclothes. This report will cover influence of culture, politics and power on organisationalperformance along with different motivational theories which helps in achieving goals. TASK 1P1 Identify how culture, politics and power influences individual, team behaviour andperformance of an organisationA company can be said to be a composite of culture, power and politics that prevailwithin the organisational premises. When all of these are in coordination and sync with eachother, it provides assistance to individuals as well as teams to attain their goals within thestipulated course of time. However, when a negative or unlikely type of culture, power or politicsis applied within the premises of a company, it creates a sense of negativity within the enterprise.This leads to discouragement within the workforce, thereby restraining the entity fromaccomplishing goals in due course of time. Marks & Spencer is a well renowned and establishedcompany operating within the retail sector that recognises the importance of facilitating apositive working atmosphere in order to duly encourage the workforce to perform in the desiredmanner. In this regard, the culture, power and politics are discussed with respect to Marks &Spencer as follows:-Organisational cultureOrganisational culture includes behaviours and values which contributes to social &psychological atmosphere of a business. It impacts the manner in which individuals interact andinformation is shared among workforce. Organisational culture can be well explained on thebasis of Handy's typology which is mentioned beneath:1
Handy's typologyAs per Handy's model, there are four kinds of organisational culture i.e. power, role, taskand person culture. These cultures are different form each other in their value and powerauthorization. Power culture: In this kind of organisational culture, power remains in the hand of fewindividuals and only those persons are allowed to take decisions. These people delegateresponsibilities to other people according to their preference. Due to this, opinions of staffmembers are not considered in a sincere manner. This results in reduced working productivity ofemployees as an individual and team due to which overall performance of a company willdecrease (Carlos Pinho, Paula Rodrigues and Dibb, 2014). This culture theory will benefit M&Sin taking fast decisions. Role culture: It is a culture in which roles and responsibilities are given to employees inaccordance with their specialization and qualification. This will allow the employees in M&S todeliver their work duties in an organised manner. As work will be given according to roles,teams and individual employees will deliver their best performance. This will results in enhancedorganisational performance. If M&S will adopt role culture and roles were not defined properly,then company may have to face heavy loss of revenues due to mismanagement of work(Elsmore, 2017).Task culture: This organisational culture is suitable in those conditions when teams andgroups are formed within a company to solve an issue or achieve a specific target. Here, peoplehaving common interest are teamed up as a group. This culture assists individuals and teams toperform their best performance as tasks are allotted in accordance with their interest. If taskswill not be assigned according to interest of workforce then this culture will fail and companywill face low productivity and performance level.Person culture: In this culture, employees consider themselves superior than thecompany due to which they are more concerned about themselves rather than achievingorganisational goals. In case of M&S, individual performance will be high for this culture butteam performance will not be appreciable and all the work will be carried out in anindividualistic manner. This culture can reduces the overall productivity of M&S, as company isoperating worldwide and requires work in a coordinated & unified manner. Organisational power2

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