This report explores the impact of organization culture, politics, and power on individual and team behavior in John Lewis Company. It discusses the Handy cultural model and French and Raven model. It also examines the role of motivation and team development in organization behavior.
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Organization Behaviour
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Table of Contents INTRODUCTION................................................................................................................................3 LO1.......................................................................................................................................................3 P1. Organization culture, politics and power influence the individual and team behavior in company...........................................................................................................................................3 REFERENCES.....................................................................................................................................5
INTRODUCTION Organizationbehavioristhestudyofhumanbehaviorinrespecttothecorporate organization.This report is based on the case study of John Lewis Company in respect to its organization behavior. Company was established in the year 1884 by the founder John Lewis. Company is based in United Kingdom and operating its operations in retail sector. Headquarter of the company is located in London, United Kingdom. Company operate its business functions in more than 50 locations across the United Kingdom. This report will project different aspect related to organization behavior in the company. Henceforth, report will emphasis on how the culture, politics and power in the company impact over the operations of John Lewis Company. Report will also project how the content and process theory of motivation influence the operations of company. Furthermore, report will also discuss the key differences between an effective team and ineffective team. Precise team development model will also discuss in this report. How the concepts related to organization behavior influence over the operations of company will also demonstrate in this report. LO1 P1. Organization culture, politics and power influence the individual and team behavior in company. Organization behavior is a key concept influence all different aspects of the company. In order to assess the impacts of culture over individual and team behavior in John Lewis Company cultural model given by Handy is a precise approach to assess the impact culture in organization create. Handy model of organization culture Handy cultural model is a diversified model demonstrate different aspects of the culture disorganization serves as a part of the business operations. This model demonstrate different cultural aspects that involves power culture, role culture, task culture and person culture as a part of the organization behavior in John Lewis Company. Power culture:Power culture is a key factor associated with the organization hierarchy offer by John Lewis Company. This culture caters individual powers to all employees associated with the organization on the basis of the designated positional role in company. This concept has improved the impact of the concepts and philosophies of the organization behavior in John Lewis Company. Due to this concept employees becomes more empowered in company (Burrell and Morgan, 2017). ON the basis of the needs and requirements associated with individual roles of employee in company specific power is granted to all employees tat can support them in coping up with the requirements of the designated position. Individual power i9n the concept is depends upon the
positional role of employee in company. Higher designated personals in company are entitled with more power as compare to lower designated professionals holds only the basic powers based on the role in the company. Role culture:Role culture is also an important part of the organization culture involve in John Lewis Company. On the basis of the concepts given by Handy Cultural Model all employees becomes part of the company get specific role or position in company. Role culture drives management to serve a specific designated positions to all employees becomes part of the organization on the basis of knowledge and experience of all individual employees in company (Hack-Polay, 2018). IT can be further demonstrate on the basis ofthe role assigned to employees powers also allocate to all employees becomes part of the organization. To implement this model management in John Lewis Company has also made the organization hierarchy in company well diversified. With the support of this model company also able to motivate all individual and teams in company towards performing more efficient tasks in order to get promoted at higher designated roles in company. This cultural approach has created a very positive impacts over the mindset of all employees part of the organization towards performing efficient and productive operations in company. Task culture:Task culture is also an integral part of the organization behavior in John Lewis Company. As per this concept given by concepts and philosophies of organization behavior all employees related to any designated position in company assigned specific tasks based on the positional role of such employee in company (Jain and D'lima, 2017). These tasks assigned to employees based on this concepts drives them towards the specific direction. It makes the role of employees more specific and clear. Employees in company get more clear brief with the support of this cultural aspects about what they need to achieve as the outcome against the designated position they hold in company. Person culture:Person culture is also a key part of the organization culture in John Lewis Company. This concept of organization behavior drives company to develop the employees in company. This cultural model makes the organization more employee oriented. Management of John Lewis Company conducts different training and development program to improve the potential capabilities of employees part of the organization (Lee and Low, 2016). This culture model enables company to design employee oriented approaches and also to grow employees in company. Different approaches use in this model create positive impact over the employees part of the organization. This part of disorganization behavior allows company to make the employee loyal towards the organization. French and Raven model French and raven model demonstrate about different powers allocate to employees in company. This model differentiate powers allocate to employees in company into different parts that includeslegitimate power, reward power, expert power, referent power, coercive power and information power. Legitimate power:Legitimate power is allocated to all employees become part of the organization. On the designated position assigned to employees in organization specific powers allocate to all employees. This can be denoted as the official power given to all employees based on the designated positional role in company. Reward power: Rewardpower is also a part of the organization behavior in John Lewis Company. On the basis of the productivity employees get specific rewards against the efficient performance in company (Paull and Whitsed, 2018). This power allows company to motivate employees in company towards achieving effective outcomes as a part of the designated role assigned to them. Expert power:This power is more like a decision making power given to employees in the John Lewis Company. Employees in company hold the higher designated positions get specific power to
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take decisions as per the professional capacity. This power allows employees to perform more efficient tasks in company. REFERENCES Books and Journals Burrell, G. and Morgan, G., 2017.Sociological paradigms and organisational analysis: Elements of the sociology of corporate life. Routledge. Hack-Polay, D., 2018. Putting Across Tangibility: Effectiveness of Case-Study-Based Teaching of Organisational Behaviour. InTeaching Human Resources and Organizational Behavior at the College Level(pp. 211-225). IGI Global. Jain, N. and D'lima, C., 2017. Organisational culture preference for gen Y's prospective job aspirants: a personality-culture fit perspective.International Journal of Process Management and Benchmarking,.7(2). pp.262-275. Lee, K. L. and Low, G. T., 2016. Leadership Styles and Organisational Citizenship Behaviour: Role Ambiguity as a Mediating Construct.Pertanika Journal of Social Sciences & Humanities,.24(4). Paull, M. and Whitsed, C., 2018. Why authenticity in corporate and employee volunteering matters for employee engagement: an organisational behaviour perspective. InDisciplining the Undisciplined?(pp. 193-210). Springer, Cham.