Organisational Behaviour Report

This report explores the key concepts and philosophies of organisational behaviour, analyzing the impact of power, politics, and culture on employee behaviour and organisational structure. It examines different theories of motivation, team structures, and leadership styles, providing insights into how to effectively manage and motivate individuals within an organisation.

Organisational
Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Influence of organisational power, politics and culture on organisation...............................1
TASK 2............................................................................................................................................3
P2 Process theory and content theory of motivation...................................................................3
TASK 3............................................................................................................................................5
P3 Effective team in opposed to ineffective team.......................................................................5
TASK 4............................................................................................................................................7
P4 Concepts and philosophies of organisational behaviour........................................................7
CONCLUSION................................................................................................................................9
.........................................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Organisational behaviour is related to the individuals behaviours and activities in the
organisation such as – predicting, understanding, etc. It is all about employees working in the
organisation – how they act or behave, how they perform daily operations and how they deal
with different situations at workplace (Bolino and et. al., 2013). Marks and Spencer which is a
British international company established in 1884 has been taken in this report. Impact of
organisational, culture, power and politics on employees and overall structure is also explained.
Further, content theory and process theory of motivation to motivate individuals is described in
this project. Effective team and how it is better from ineffective team is also mentioned.
Philosophies and concepts on organisational behaviour in administration is also explained.
TASK 1
P1 Influence of organisational power, politics and culture on organisation
Culture, politics and power play an important role in any organisation, as all these
components impacts daily operations and regulate the environment within the workplace. Impact
of politics, power and culture instantly affect the structure of organisation. In context to Marks
and Spencer it affects components of organisational structure which are – centralisation, chain of
command, decentralisation, work specialisation, span of controls and departmentalization.
Organisation culture
In every organisation there is different culture. Different types of employees have
different backgrounds, values, beliefs, customs, traditions, etc. Organisation culture refers to the
assumptions, beliefs and values which determines how individuals act at the workplace. In
context to Marks and Spencer – the company has unique culture which gives outlines and
guidelines for the activities of individuals in the organisation. To define culture in Marks and
Spencer Handy's typology has been used which is explained below (Carpenter, Berry and
Houston, 2014).
Handy's typology
Power culture:- In power culture individuals and their performance is judged on the
basis of result of their work done by them. Power is given to few people in the organisation and
all decisions are taken by them, which can be both pleasing and adverse for the administration. It
is strong culture and can quickly turn toxic.
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Task culture:- Task culture takes place in an organisation when group of individuals
come together or a team is formed to solve particular problems of common projects and to
complete it. Task is very crucial, so power in the group will frequently change depending on the
unit members and project status (Chance, 2013). Task culture will be effective if, individuals
work together with good skills, leadership and personalities.
Role culture:- In role culture organisations are based on regulations. They are controlled
by everyone in the administration identifying about their roles and obligations. Power in this type
of culture is defined by an individual's position in structure of the organisation. Having role
culture in the organisation will make business bureaucratic.
Person culture:- In person culture individuals feel themselves superior instead of
organisation. They are concerned with their own feelings and work at the workplace. Having
person culture in the organisation is actually just aggregation of individuals who go on to be
working for the identical organisation.
In context to Marks and Spencer task culture will be mote effective as it help in
performing assigned projects or task by working together and solving issues related to that task.
It also help in identifying individuals with good skills and knowledge.
Organisational power
In an organisation power refers to the ability which influence individuals and overall
working of the administration. Power is advantageous in Marks and Spencer when managers
provide different task to individuals and encourage them to complete those assigned projects. It
is their responsibility to guide and provide directions to them, for achieving organisational goals
(Fisher and To, 2012. French and Raven's five types of power are explained to describe power in
the organisation.
Reward power:- It is the common power among different powers. Reward power refers
to the ability to provide something in return of their work or performance of individual or asking
them about their requirements for the desired work. It involves incentives, bonuses,
appreciations, new opportunities, etc. for good work done and sometimes punishment for poor
work. Providing rewards to employees in the organisation will motivate them.
Expert power:- Expert power refers to skills, knowledge and qualities of an individual
which is required by someone else in the organisation. Having expert power in the organisation
will help in completing different tasks which requires various skills and qualities.
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Legitimate power:- Legitimate power refers comes from any title or position given to an
individual in the organisation. It includes persons having positions like – CEO, Owner,
Executive and other higher positions in the organisation.
Coercive power:- It is just opposite to the reward power. In this power individuals are
forced to do work without their wishes (French and Holden, 2012). Having coercive power will
demotivate employees in the organisation.
Referent power:- People having referent power are liked by others and have many
qualities like – good skills, knowledge, attributes, attitude, behaviours etc. Having referent power
in the organisation will influence everyone.
In context to M&S referent power will be effective as, it has great influence on the
overall organisation.
Organisational politics
Politics refers to the use of power in the organisation to attain different changes which are
beneficial for the administration. It can be informal and formal. Effective politics assist an
organisation in improving employees relations and improve their performance. While unhealthy
politics lead to demotivation of individuals and increases conflicts in the organisation.
TASK 2
P2 Process theory and content theory of motivation
Motivation is the inward process which encourages individuals to perform their roles and
responsibilities, in order to attain desired goals and objectives. It is very important to motivate
individuals in Marks and Spencer to accomplish organisational objectives. Here both content and
process theory of motivation are explained under.
Content theory
There are various content theories of motivation. Maslow's hierarchy of needs is taken in
Marks and Spencer to motivate individuals.
Maslow's theory of motivation
This theory was developed by Abraham Maslow in 1943. In this theory individuals tries
to fulfil higher needs when lower needs are satisfied (Greenberg, ed., 2013). It is categorised into
five different needs.
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Physiological needs:- Physiological needs include basic needs which are – food, shelter, air,
cloth and water. These are the needs which are essential for human beings to survive. So
according to Maslow it is important to satisfy these needs before others. In context to Marks and
Spencer the managers should provide proper salary to employees, so they can fill their basic
needs.
Safety needs:- Safety needs involve environmental, physical and emotional protection. It means
employees should provide proper security and protection in the organisation (Harms and
Luthans, 2012). It includes – financial security, family security, job security, health security,
protection from fear, etc. In context to Marks and Spencer the manager should provide good
working environment, job security, pension, medical facility and retirement benefits.
Social needs:- Social needs involve friendship, affection, trust, need for love, concern,
acceptance, etc. It is the third level of hierarchical needs after safety needs. In context to Marks
and Spencer the manager should provide opportunities to individuals to work together and
organise social programmes in the organisation.
Esteem needs:- Esteem needs involves two types of needs which are – self-esteem and external
esteem. Self-esteem needs are – self-respect, competence, freedom, confidence and achievement.
While external esteem needs are power, attention, recognition, admiration and status. In context
to Marks and Spencer the manager should provide awards on achieving their targets and promote
them to higher positions in the administration.
Self-actualisation needs:- Self-actualisation needs involve requirements for higher growth,
creativity, social service, self-contentment, etc. It is highest level of Maslow's hierarchy of needs.
In Marks and Spencer the manager should offer challenging tasks to employees so they can
utilise their skills and talent and attain higher growth.
Process theory
Process theory is a method of ideas which describes how an organisation develops and
changes. There are different process theories of motivation. Vroom's expectancy theory is
describes here.
Vroom's expectancy theory
This theory was developed by Victor Vroom in 1964. It concentrates on results instead of
needs, in the organisation (Miao, and et. al., 2013). This theory involves three different variables
which are – instrumentality, expectancy and valence.
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Expectancy:- Expectancy refers to the belief that doing any work with more efforts will
improve performance. It means that hard working lead to effective or better outcome. In context
to M&S employees can be motivated in the organisation by having appropriate resources, higher
skills to perform a job and support which is necessary to complete the job.
Instrumentality:- Instrumentality defines that if employees perform best, they will get
beneficial and valuable outcome. It is impacted by various things – proper understanding about
result and performance relations, trust on people who decide and declare the result and process
clearness which decides outcome of everyone (Miner, 2015).
Valence:- Valency is the importance related to an individual about the desired result. It is
that result which is expected by the individual and not the actual outcome which the individual
expects after accomplishing objectives.
In context to Marks and Spencer the manager should provide rewards to best employees,
interrelate the preferred results with the decided performance levels, and give challenging or
dynamic jobs to motivate employees.
TASK 3
P3 Effective team in opposed to ineffective team
Team refers to group of employees in an organisation working together for goal
accomplishment (Moore and et. al., 2012). It can be formed with individuals having good
quality, skills and knowledge.
Effective team versus ineffective team
Effective team Ineffective team
There is two way communication in effective
teams. Everyone's ideas, views and thoughts
are respected and shared.
While ineffective teams have no proper
communication and individuals feelings are
neglected, as it has one way communication.
In effective teams interdependence it utilised
properly, in order to attain goals in group.
While ineffective teams not utilise
interdependence in appropriate manner and
they are unable to attain goals easily.
Types of teams
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In Marks and Spencer different types of teams are formed to perform various tasks and
achieve desired goals in the organisation. These teams are mentioned below.
Project team:- Project team involves members with different groups or roles and are
given work for similar projects or tasks in the organisation. These teams are formed for a limited
time and are discharged after the task is finished (Morgeson and et. al., 2013). In context to M&S
project team will help in solving problems related to various projects.
Virtual team:- In virtual teams individuals communicate digitally with one another. This
type of team is formed having different people from different places such as other cities or
countries. Information is shared through telecommunications from other locations. In context to
M&S virtual team will help in attaining organisational objectives with the help of people from
different places.
Functional team:- Functional teams are formed in the organisation to perform different
functions of similar projects, in order to attain common goals. It involves individuals from
different departments such as – marketing, finance, human resource, etc. In context to M&S
functional team will help in attaining common goals by performing various functions.
Problem solving team:- Problem solving teams are formed to solve particular issues in
the organisation. These types of teams comes together to provide appropriate solutions to
assigned tasks and projects in the organisation. These teams are formed for a temporary period,
as their purpose is to solve specific problems. In M&S these problem solving team will assist in
solving task related issues.
Tuckman's model of team development
Team development is essential to attain organisational objectives in the organisation. This
model was developed by Bruce Tuckman in 1965. This model is used in M&S to motivate
individuals. It involves five stages.
Forming:- It is the initial stage of team development. In first stage individuals have no
information about each other and their goals or objectives. They introduce to each other and
communicate about their skills, talent and qualities. In Marks and Spencer this stage will help in
knowing individuals about one another and their objectives.
Storming:- At storming stage members consider each other as their part of team.
Conflicts arise between individuals due to having different, ideas, thoughts and skills (Pinder,
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2014). In context to Marks and Spencer storming stage may satisfy employees and it can also
lead to dissatisfaction as there are many challenges in front of them.
Norming:- In norming phase individuals come together, establish roles and
responsibilities, develop processes, etc. In context to Marks and Spencer norming stage will help
individuals to understand their obligations and how to perform the given tasks. It brings
employees together to achieve desired goals.
Performing:- At performing stage individuals focus on their tasks and respect everyone's
ideas and thoughts. Now they don't compete with one another and work together (Podsakoff and
House, 2013). In context to Marks and Spencer performing stage will assist individuals in
working together to achieve desired targets.
Adjourning:- It is the last stage of team development. At this phase projects are
completed and objectives are accomplished. Now the team is dissolved and individuals move to
new tasks. In Marks and Spencer adjourning phase will assist in discharging employees from the
assigned task.
TASK 4
P4 Concepts and philosophies of organisational behaviour
Organisational behaviour concepts:- Organisational behaviour is based on different
fundamental concepts which involves behaviours of both organisation and individuals. It is
mainly categorised in two elements – individuals nature and organisation nature. Nature of
individuals include basic qualities (Miner, 2015). Nature of employees is affected by different
factors in the organisation such as – perception, individual difference, value of a person,
motivation, etc. While nature of organisation defines its business objectives, employees
standards, etc. Factors which affect the organisation's nature are – mutual interest, social system
and ethics.
Philosophies of organisational behaviour (Path goal theory)
Path goal theory of leadership was developed by Robert J. House in 1971. This theory is
supported by Vroom's expectancy theory. It defines a leader's behaviour which is best for the
individuals and suitable for the situation or organisational environment to accomplish prescribed
objectives. In context to Marks and Spencer the objective of applying path goal theory is to
improve individuals empowerment, satisfaction and motivations, in order to increase their
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efficiency and make them productive. With the help of this theory employees are inspired
through leaders and and perform best as according to the directions provided to achieve desired
goals. It involves three steps by which it motivate individuals in the organisation which are
explained under.
Determining individuals and characteristics of environment
The first step in path goal theory is to determine employees and environment
characteristics in which the organisation is operating (Pinder, 2014). The leaders should identify
members needs and requirements. Determining employees needs will make them happy as they
are valued in the organisation. Further the leader should determine environmental features by
considering following points in M&S.
Task design:- The leader should determine that whether the task is complicated or not. In
context to M&S if there the leader should support in both easy and ambiguous tasks.
Formal authority system:- According to task authority clear goals should be provided to
employees by the leader. In M&S the leader should provide transparent goals to employees.
Work group:- The leader should provide proper support and cohesiveness in case of
non-supportive team. In M&s the leader should be devoted to their team, in order to attain
desired goals.
Selecting a leadership style
After identifying environment and employees characteristics the second step is to select a
leadership behaviour to motivate and support individuals in M&S. The leader can use four styles
of leadership.
Directive:- In directive style the leader guides employees and provide direction to them
– how to achieve the goals and in a efficient manner. In M&S the leader can use directive
behaviour of leadership to guide and direct individuals.
Supportive:- Supportive leadership style determines that the leader should provide
proper support to individuals and provide a pleasing working environment. In context to M&S
the leader should be concerned with the employees (French and Holden, 2012).
Participative:- In participative style the leader involves individuals in their decision
making process. In M&S the leader should provide opportunities to employees to participate in
their work.
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Achievement:- Achievement oriented style set challenging objectives for individuals and
encourage them to perform better. In M&S the leader should give challenging tasks to employees
and motivate them to perform best.
Motivational factors
It is the last step in path goal theory to motivate individuals. In context to M&S the leader
should define proper goals to employees. Clear paths must be provide to them, in order to attain
goals easily (Chance, 2013). The leader should remove all hurdles, obstacles and hindrances
occur in goal accomplishment. Lastly, employees must be provided proper support to complete
the given tasks and achieve organisational goals.
CONCLUSION
It is concluded from the above project report that organisation power, politics and culture
are very essential and influence an organisation both negatively and positively. Content theory
and process theory motivates employees in the organisation and encourage them to accomplish
prescribed goals. Further, different team assist in performing various operations in the
administration. Concepts and philosophies to organisation behaviour assist in motivating
employees.
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