Organisational Behaviour: Impacts of Culture, Politics, and Power

This report explores the impacts of organisation culture, politics, and power on individual and team behaviour in corporate organisations. It also discusses the content and process theory of motivation, the difference between effective and ineffective teams, and the concept and philosophies of organisational behaviour.

Unit 12: Organisational
Behaviour

Table of Contents
INTRODUCTION ..........................................................................................................................3
LO1..................................................................................................................................................4
Organisation culture, politics and power influence individual and team behaviour in corporate
organisation.................................................................................................................................4
LO2..................................................................................................................................................6
Content and Process theory of motivation..................................................................................6
LO3..................................................................................................................................................8
Difference between effective team and ineffective team............................................................8
LO4................................................................................................................................................11
Concept and philosophies of organisation behaviour...............................................................11
CONCLUSION .............................................................................................................................12
REFERENCES .............................................................................................................................13

INTRODUCTION
Organisation behaviour is considered as behaviour of human being in corporate
organisation. It can be more precisely specifies as behaviour of individual in context to
organisation position.
This report is based on the case study of Marks and Spencer. Company was established in
the year 1884. Company operate its business operations in retail sector and has a headquarter
established in London, United Kingdom. Michael Marks and Thomas Spencer was the two
founder of the Marks and Spencer company. Company has a worldwide business operation
consisted with more than 1400 locations across the globe. Company deals in major brands in
food, clothing and household products.
Henceforth, this report emphasis over impacts of organisation culture, politics and power
over the individual behaviour in corporate organisation. This report will also project the effects
of content and process theory over individuals in organisation in regard to achieving objectives
of company. Furthermore, this report will also project the major points create differentiation
between effective team and ineffective team. In the end this report will analysis of the
organisation behaviour in context to corporate organisation.
LO1
Organisation culture, politics and power influence individual and team behaviour in corporate
organisation
Organisation behaviour is indicated as the internal environment of company comprises
with culture, politics and power of corporate organisation. Impacts of culture, politics and power
on employees of Marks and Spencer can be projected with the support of following theories.
French and Raven Theory
French and Raven theory indicate about the impact of power in organisation structure
over individual and team behaviour in Marks and Spencer. Human resources are among the
important ways through which organisation achieve all its objectives and goals (Anitha, 2016).
This theory emphasis over legitimate power, reward power and expert power.
Legitimate Power: Legitimate power indicates by the authorised power of individual in
organisation hierarchy. It is considered as the power of individual and team associated with the
job position or with the designation authority in company. Organisation structure of Marks and
Spencer is well-structured in nature as all the designations in company has a defined roles and

responsibilities in the company. Due to specified job roles all employees of company carry the
clear mindset about the possessed authority in company. Clarity of thought in the mind of
employee's improves the productivity of employee's as human resources can plan all respective
operations apparently.
Reward Power: Reward power is also a crucial power involved in the organisation culture of
Marks and Spencer. This power indicates about providing suitable rewards to owner the effective
performances in the company. Rewards are allocated in from of incentives and bonus which
potentially improves the mind set of employees in Marks and Spencer. This also drives to
employee motivation in company.
Expert Power: Expert power is also a part of organisation structure of Marks and Spencer
company. This power indicates about having a specialisation in a specific field attached with the
operational efficiency of company (Azizi and Rowlands, 2018). Due to this power in
organisation structure of company employee's having specialised experience and skills in a
specific operations of company get power to make all important decisions attached to the defined
job role. This power impact over organisation work culture as employee's of company get more
attached towards the betterment of the company. Allocation of power improves the perational
efficiency of both organisation and employee's of company.
Handy's Cultural Theory
To assess the impact of organisation culture of Marks and Spencer Handy's cultural
theory can be utilised. This theory emphasis over different cultural aspects like power culture,
role culture, task culture and person culture that put an impact over the individual and team
behaviour in Marks and Spencer.
Power culture: Organisation structure of the Marks and Spencer allows company management
to channelise power culture in the organisation structure of company. Power culture indicate
about allocating specific power to potential employee's of company in order to utilise the
efficiency of such employee's (Chang, Meyer and Merien, 2019). Due to this cultural power
company employee's carrying potential get specific presence in the organisation hierarchy of
company. Power culture impacts over motivation and mind set of employee's in company. Due
to achieve employee's carrying potential get opportunities to contribute effectively in the
company's operations.

Role culture: Role culture is also an important cultural aspect of Marks and Spencer. Role
culture indicates about allocating an specific and defined job role in company. Organisation
structure of Marks and Spencer utilise the concept of role culture. Due to the role culture
company management has allocated specific job position in company to all employees. This
culture improves the effectiveness of employee's in company. Employee get specific designation
in company which also comprises with potential; growth opportunities in company. This power
motivate employee's to perform more efficient operations in company.
Task culture: Task culture is also associated with the organisation structure of Marks and
Spencer. Task culture indicates about forming a team based on the operational requirements in
order to solve a specific issues and problem in company's operational activities (Jesson, 2017).
This culture improves the team culture in company. It improves the team behaviour and attitude
in company as teams formed in company get support from higher authorities in company that
also improves the motivation and mindset of team in company in order to achieve objectives
behind forming a team.
Person culture: People culture indicate about the individuals in company. Marks and Spencer
management give specific priorities to improve the person culture in company. Company
management support each employee of company in order to build an effective person culture in
organisation structure of company. Due to effective person culture in company employee's get
effective support from top management. Culture also causes to solving employees issues tat
effectively improves the involvement of employees in all functional role of company.
Central's Political Behavioural Theory
Central's Political Theory indicate about the presence of politics in the operational
structure of company. Politics is a part of all corporate organisations and it also drives to internal
work environment of company. It put an impact over growth of employees in company. As the
politics involve in organisation structure impact every aspect of the functional activity of the
company it also potentially influence the resources' allocation process in company. Marks and
Spencer organisation structure also consist with internal politics which has impacted over every
aspect of organisation structure such as growth potential of employees in company, resources
allocation, employee turnover of company and all other associated aspects of company. Due to
huge involvement of politics on every aspect of functional role of company it also impacted
negatively on various aspects like internal recruitment. Due to internal politics many times non-

productive people have recruited for higher position in company which has also restricted the
growth potential of company.
LO2
Content and Process theory of motivation
Motivation is the process of encouraging employee for giving their best performance
during specific job. Motivation gives the direction to employee towards achieving organization
goals and objective in short time period. Positive motivation increases employee’s performance
and negative motivation reduce workforce performance.
Motivation theories
Motivation theory is of two types, which are below here--
Content theory- Content theory totally depend on the human needs. It includes the different need
of human needs.
Maslow's theories-
Physiological need-
Physiological need concerns basic need of employee’s human body that are necessary to
survival in the instigation. Company create an environment to keep employee need in the mind
where organization. It is retailer company in the market they can easily fulfil human need.
Safety need-
Safety need come is the second priority of human need. It concerns physical and financial
security from risks of marks and Spencer (Ryan, and Deci, 2017). Organization provide job
security, income security, risk to their employees during the job.
Love and belonging —
Every human being wants to live in that environment which provide love, respect and
care towards them. Employees expect with their organization that they treat them like a friend
not a servant or origination understand their feelings. In term of care organization provide them
to rewards and do care of health.
Esteem need-
Esteem need affect employee’s self-respect, image or strength. People meet with esteem
need they feel like confident. Organization has a responsibility that they provide them self-
respect. Respectful environment increases production capacity of employee or organization
disrespects them organization will lose their strength of production.

Self-actualization-
This need comes on end need of employees where organization fulfil all the needs of
employees. Organization solve goals achievement issue of employee such as workplace
autonomy. Self-actualize person must be creative or can help to other people.
Process theory- Process theory concern the relationship between variables
Vroom expectancy theory-this theory focus on three relationship valences, Expectancy and
instrumentality.
Motivation=instrumentality * Valence *Expectancy
Valency-Valence is degree of attraction of employee, it is depending upon extrinsic factor of the
company like many rewards of money, promotion, paid leave and increment etc. Valence is a
form of reward that are giving by the company to their employees in exchange for good their
performance. It is normal level reward money which get to the employee on basis of their
outcomes.
Expectancy- this stages create confidence in the employee of what they are doing different from
other person thus they can get more and more incentive amount or may rewards from the
company. Organization gives many types of rewards to their employee.
Instrumentality- Company give rewards according to the performance base of employee.
Techniques of motivation-
Techniques is the essential part of HRM. Motivation techniques helps in to raise and
improve workforce performance. There is two type of employee motivation techniques which are
refers in below here.
Extrinsic and intrinsic techniques-
Extrinsic motivation is the process in which employee accomplish activity for getting rewards, in
change employee will not be punished in any how condition (Garg, Matthes, 2019). Extrinsic
reward give benefit to the company's employees which receive return of its work from the
supervisor. Motivation can lead to employee for poor performance, due to lack of interest.
Intrinsic motivation is the best type of motivation of employee. It is activity which are
accomplished form employee desire for getting rewards. Employee do best use their skill and
knowledge with enjoying job. In intrinsic motivation employee do perform their job by fun

challenge and satisfaction not for any pressure. It leads to the employee for better performance
and great satisfaction.
LO3
Difference between effective team and ineffective team
Team is defines as a bunch of people come together and form a group in order to achieve
the over all objectives of company. Teams also consist the individual or group goals which they
needs to address as a part of the operational function. The biggest difference between effective
team and ineffective team is the productivity and performance. Effective team is considered as
such team who has generated productive outcomes from the operational function.
Point of difference Effective team Ineffective team
Definition Effective team is considered as
such team who has generated
positive outcomes from the
operational functions of the
team.
Effective team is considered as
value addition to the
organisation objectives and
goals.
Ineffective team is indicated as
such team who has generated
productive outcomes out of the
operational functions.
Open discussion Team leaders in effective team
conducts regular open
discussion sessions to discuss
the performance and efficiency
of the team.
Open discussion sessions also
enables teams and employee's
part of the teams to express all
the issues create hurdle for
performing productive
operations (Kanapathy and
Effective team do not operate
regular open discussions that
also reduces the operational
efficiencies of the ineffective
team.
Due to irregular team sessions'
member of ineffective team do
not get to express the issues
and hurdles in front og the
entire team and team leaders.

et.al., 2017).
Decision-making Decision-making is among the
primary reason behind the
efficiency of an effective team.
Members of effective team
make right decisions at the
right time that also imposes the
growth opportunities of the
effective team.
Decision-making skills used in
ineffective team is either not
appropriate or not so effective
which restricts the operational
efficiency of the ineffective
team.
Conflict resolution skill Conflicts are a part of every
team. Members and team
leaders of effective team deals
with all the associated
conflicts in a systematic
manner. Due to effective
dealing with conflicts the
members of team get able to
resolve all issues in a very
short time.
Members and team leaders in
ineffective team not get able to
deal with conflicts efficiently
which also create plenty of
obstacles for the team
members to perform efficient
task based on the defined job
role.
Effective communication Communication play an
important role in the
performance and productivity
of the effective team.
Team leaders in effective team
use proper and regular
communication to convey
massages.
Proper communication
channels enables team leaders
and senior employees in team
Ineffective communication is
also among the prime reason
which make a team ineffective.
Due to in-proper
communication in regards to
operations and outcomes of
tasks optimum results not get
generated out of the operations
of the ineffective team (Vargas
and Negro, 2019).

to guide all employees
properly in order to achieve
the over all objectives of the
team.
All the above mentioned aspects projects the difference between effective team and
ineffective team.
Group Development Theory
Group development theory is a practice used to form a team or a group in order to
achieve the overall business objectives of Marks and Spencer. In order to form a group or a team
management of Marks and Spencer utilise the approach of Tuckman model of group
development (Maheshwari and et.al., 2017). Tuckman model is a dynamic approach to form an
effective group to operate organisation functions of company. This model involves stages like
forming, storming, norming and performing in process to form a group.
Forming: Forming is a initial stage of group development activity. In this stage all members f
team meet and set guidelines and objectives of the team. At this stage all team members meet
each other and try to create bond with each other. Individual roles and responsibilities remains
unclear at this level. Forming is also considers as the first impression of team members in front
of other members of team.
Storming: Storming is the second stage involve in team development model. In this stage all
members of team try to establish an individual influence in teams. In this level individual roles in
the team get ascertain by individual team members. Goals and objectives of team get decided at
this level. All roles in the team also allocates at this level by team leaders.
Norming: Norming is also a crucial stage involve in team development model suggested by
Tuckman (Mondo and Musungwini, 2019). At this stage all employees of the team starts to
notice each other strengths and weaknesses. Individual characteristics and personality get noticed
at this level. All the individual skills and abilities get noticed at this level. This stage also guides
in setting expectations from the individuals in team.
Performing: This is the crucial stage in team development activity. At this stage all members of
teams started to perform based on the individual capacity. At this stage all employees of Marks

and Spencer part of the teams put efforts to perform the task and assigned job roles with the
support of individual potential and skills in order to achieve the highest level of efficiency.
All the mentioned stages suggests the management of Marks and Spencer to form the
effective team in order to achieve the goals and objectives of the organisation.
LO4
Concept and philosophies of organisation behaviour
Management of Marks and Spencer focuses over concepts of Path Goal Theory in order
to create an effective organisation behaviour. This theory emphasis over the role of leadership in
achieving over all business objectives. This theory involves directive leadership, supportive
leadership, achievements oriented leadership and participative leadership.
Directive Leadership: Directive leadership enables management of Marks and Spencer to guide
employee's in process to meet the responsibilities (Ollier-Malaterre and Andrade, 2016). IT is an
effective leadership approach used in organisation that enables employee's of Marks and Spencer
to get proper guidance from the management to improve the performance.
Supportive leadership: Supportive leadership is about to create the suitable working
environment at the work place so that all human resources of company can perform the
respective tasks effectively. Due to this approach management of the Marks and Spencer try to
provide the utmost support to employee's so that effective operations can be performed by
employee's.
Achievement leadership: Management of Marks and Spencer follow the operational approach
related to the achievement oriented leadership style (Stanley and Lincoln, 2016). Due to this
leadership style management of company try to motivate employee's of company to achieve the
objectives and mark specific presence in front of the company's employee's with the
performance.
Participative leadership: Participative leadership is also an approach used by management of
Marks and Spencer in order to operate the managerial functions. Management of company
enables employee's to participate in the managerial functions by asking feedbacks about the
organisation environment and work culture. This leadership approach used in Marks and Spencer
enables management of company to make suitable development in order to achieve higher
operational growth of company by improving the organisation culture.

All the above approaches utilise by management of Marks and Spencer to support
employee's of company in achieving higher operational growth from the work practices.
CONCLUSION
This report concludes about the impact of culture, politics and power over individual and
team performance in Marks and Spencer with the support of relevant theories like French and
Raven Theory Handy's Cultural Theory Central's Political Behavioural Theory. Application of
content and process theory has also concluded in regard to improving motivation level of
employee's. Differences like decision-making, communication and other associated differences
has also projected to indicate the potential differences between effective team and ineffective
team. Tuckman theory of group development has also projected. Concepts like directive
leadership, supportive leadership has also projected to assess the concepts and philosophies of
organisation behaviour.

REFERENCES
Books and Journals
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Vargas, A. and Negro, P.A., 2019. Driving organisational culture change for sustainability.
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