Influence of Motivational Theories on Achievement of Goals

Organisation and Behaviour

Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
Organisation’s culture, politics and power influencing individual and team behaviour and
performance.................................................................................................................................1
Critically analysing how organisation’s culture, politics and power influence organisation......4
TASK 2............................................................................................................................................4
Influence of motivational theories and techniques on effective achievement of goals...............4
Ways influence the behaviour of others through the effective application of behavioural
motivational theories, concepts and models................................................................................8
Recommendations........................................................................................................................8
TASK 3............................................................................................................................................8
Effective team as opposed to an ineffective team.......................................................................8
Team and group development theories to support the development of dynamic cooperation. .10
TASK 4..........................................................................................................................................10
Concepts and philosophies of organisational behaviour within an organisational context.......10
Ways by which concepts and philosophies of OB inform and influence behaviour in M&S...11
Relevancy of team development theories..................................................................................12
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13

INTRODUCTION
Organisational behaviour is the set of beliefs, cultures and perceptions which are followed
by an organisation. It is a study of analysing the performance of organisation as a whole and
performance of its employees (Balmer and Burghausen, 2015). This concept examines work
determination of personnel of an organisation in variety of culture of workplace. The main aim
of this report is to develop an understanding regarding the concepts of organisational cultures
and structures so that it can assist the application of intern analyst for a permanent position. This
report is developed against a large organisation which is Marks and Spencer. This company
operates in retail industry and was established in 1884. This company has headquarters in
London, United Kingdom and is traded publically. This company produces and sells quality
clothing, home and food products.
In this report, various models and approaches are analysing in order to evaluate culture,
power and politics of selected organisation. Various motivational theories and techniques are
along analysed along with their influence. A comparison among effective and non effective team
is also conducted along with discussion on concepts and philosophies of organisational
behaviour.
TASK 1
Organisation’s culture, politics and power influencing individual and team behaviour and
performance
Organisational culture
Organisational culture is a set of shared beliefs, assumptions and values by which
employees of an organisation are governed. Every organisation has a set of cultures which every
employee follows by which a decorum is managed in a company. This culture can include code
of dress of employees, way of greeting colleagues and superiors etc. These cultures can highly
impact performance and behaviour of employees; individually and in team. Organisational
culture can be of many types (Bester, Stander and Van Zyl, 2015). In order to analyse different
cultures which are followed by organisation Handy's model is used and analysed below:
Handy’s model of organisational culture is an approach given by Charles Handy which
states there are four classes of culture which are followed by every organisation. These classes
are broad and include various assumptions. These classes are –
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Power culture – This culture states that the power of controlling and operating a company
must be in the hands of few individuals. According to this culture, only few people must have
authority to take the decisions which can influence organisational operations. If marks and
Spencer follows this type of culture, then it will enhance their authority – responsibility
framework. By this, responsibilities will be effectively delegated and performance of individuals
as well as of teams will be enhanced. Due to this culture, behaviour of employees of M&S can be
negatively impacted as they will build a pre assumption that there is low scope of growth as the
power lies in the hands of few superiors only.
Task culture – This culture states employees of an organisation will be divided into teams
according to their interest and activities which are required to be done by them. In such culture,
power is equally distributed among the teams. If Marks and Spencer will follow this type of
culture, performance as well behaviour of team and individuals will be enhanced as this culture
promotes to enhance creativity in employees. By this, employees will be able to express
themselves and will contribute towards productivity.
Role culture – Role refers to the work and responsibility which an individual has to carry
in an organisation (Burrell and Morgan, 2017). Role culture refers to an organisation’s structure
where every employee has been delegated with some responsibility according to which that
employee holds power in organisation. This culture can highly impact the motivation of
employees of Marks and Spencer by which performance of overall organisation and of
individuals will be enhanced but the behaviour due to these delegated authorities can be
negatively impacted.
Person culture – This culture is the most non suitable culture for multinational companies
such as Marks and Spencer in which individuals think that their personal interest and agenda is
more important than organisation’s agenda. This culture negatively influences both employees
and team’s behaviour and performance as eventually company has to suffer due to personal
objectives of employees.
Marks and Spencer is a retail organisation which has role culture in their company’
structure in which each employee has been given a certain role and power in accordance of that
role.
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