Organisational Cultures and Workforce Motivation

Organisational
Cultures and
workforce motivation

Table of Contents
INTRODUCTION ..........................................................................................................................1
Part 1................................................................................................................................................1
LO 1.................................................................................................................................................1
P1) Organisation’s culture, politics and power...........................................................................1
M1) Critical analysis of influence of culture, politics and power ..............................................4
LO 2.................................................................................................................................................5
P2) Content and process theories of motivation.........................................................................5
M2) Critical evaluation of influence of motivation theory ........................................................7
D1) Recommendations................................................................................................................7
Part 2................................................................................................................................................8
LO 3.................................................................................................................................................8
P3) An effective team as opposed to an ineffective team...........................................................8
M3) Analysis of relevance of team and group development theory.........................................11
LO 4...............................................................................................................................................11
P4) Apply concepts and philosophies of OB within an organisational context........................11
M4) Justify and evaluate a range of concept and philosophies in both positive and negative
manner.......................................................................................................................................13
D2) Critically analyse and evaluate the relevance of team development theories....................14
CONCLUSION .............................................................................................................................14
REFERENCES..............................................................................................................................15

INTRODUCTION
Organisational behaviour is mainly associated with study of individual and group
behaviour and attitude in a work environment that lead to create a significant impact on job
structure, communication, leadership, motivation and performance of an organisation (Myerson,
and Bichard, 2016). The organisation selected for this report based on organisational behaviour
is Waitrose which is a well know British supermarket selling a wide range of groceries and is
also the largest retail organisation of employees owned type businesses. The headquarter of
Waitrose is situated at London, UK with around 353 retail outlets and 65 little Waitrose convince
shops across the various locations of UK. This assignment includes a description about
organisation's culture, politics and power together with critical evaluation to analysis their
influence over individual and team behaviour and performance. Beside this, a description about
content and process theories is also there which lead to effective achievement of organisational
goals. Further, this report includes an understanding about effective and ineffective team along
with relevant team and group development theories. Finally, this assignment consists of concept
and philosophies of OB.
Part 1
LO 1
P1) Organisation’s culture, politics and power
The culture, politics and powers of an organisation are the factors that have significant
effect on the motivation level and behaviour of individual and team theretofore plays a crucial
role in successes or failure of an organisation (Smedley, 2017).
Overview of company- The Waitrose is the largest employees owned type of British
supermarket that is having its headquarters in Bracknell, Berkshire, and Victoria, London, United
Kingdom. It is an supermarket dealing in and providing a wide range of groceries items and
other products offering coupled with their various strategy that makes Waitrose a fast growing
shops and retailer in UK with more than 353 retail outlets along with 65 little convinces shops
throughout the various areas of United Kingdom.
A description about organisational culture, politics and power together with their
influence over individuals and team behaviour and performance is provided below in context of
Waitrose.
1

Culture
Culture of an organisation is representative of behaviour and values on which the
psychological and social environment of a company depends. An effective, positive and healthy
workplace culture within Waitrose organisation facilitates a better control and check on
performance and efficiency of individuals and team therefore, lead to smooth flow of activities to
have better productivity and overall performance of organisation (Furnham, and MacRae,
2017). As per the Charles Handy typology their are four main types of organisational cultures
that exits within an organisation which are as follows:
Role culture- Under this type of organisational culture all the role, responsibilities and
authorities are properly bifurcated and divided among teams and individuals therefore, facilitates
more clarity and transparency in the organisation. Thus, under role culture individuals and team
feel more motivated and positive as their are less chances of chaos and confusion regarding their
role and responsibility which improve their performance.
Person culture- This type of organisational culture is mainly seen the professional firms
which put more emphasis on single individual rather than entire organisation like firms and
companies of doctors, lawyers, charted accountant, etc. Under this category of organisational
culture, individuals are self directed and their objectives and interest are on top priority therefore,
they feel more motived where as the team work and motivation is highly neglected (Vance, C.M.
and Paik, 2015).
Power culture- It is mainly associated with the organisation where all powers are
centralised and only the few peoples and individuals are sanctioned and have authority to make
decisions. The Power culture is mainly seen in new start-ups and entrepreneurial organisations
which includes several rules and regulation to have better discipline and administration to
achieve organisational goal. Thus, an efficient atmosphere is provided to individuals and teams
which improve their productivity but as participation and involvement of individuals and teams
are not allowed in decision making therefore, lead to a reduction in their motivation level.
Task culture- Under this organisational culture more emphasis and importance is
provided to tasks and various activities going on in the organisation which are properly divided
and distributed among teams in order to ensure timely completion of work. Therefore, task
culture provide better team bonding and positive relation among individuals within the
organisation which ensure positive and healthy atmosphere and makes both individual and teams
2