Influence of Culture, Politics and Power on Organizational Behaviour

This report explores the influence of culture, politics and power on individual and team behaviour and performance in an organization. It also discusses motivational theories and their impact on employee behavior. The report further examines concepts and philosophies of organizational behaviour to solve problems and cope with tough situations.

Unit 12 - Organisational
Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Influence of culture, politics and power on individual and team behaviour and
performance:................................................................................................................................1
M1 Analysis of cultural, political and power influence on performance:...................................3
TASK 2............................................................................................................................................3
P2. Motivational theories.............................................................................................................3
M2. Critical evaluation of the ways to influence behaviour of others.........................................7
D1. Critical evaluation of the relationship among culture, politics, power addition to
motivation which enables teams as well as organisations to succeed.........................................8
TASK 3............................................................................................................................................8
P3. Effective versus ineffective team...........................................................................................8
M2. Analysis of relevant team as well as group development theories.....................................12
TASK 4..........................................................................................................................................12
P4. Concepts as well as philosophies related to organisational behaviour................................12
M4. Evaluation of philosophies as well as concepts of OB.......................................................14
D2. Critical analysis of the relevance of team development theories along with concepts.......14
CONCLUSION..............................................................................................................................15
REFERENCES..............................................................................................................................16

INTRODUCTION
Organizational behaviour can be described as a study of understanding and managing
human behaviour within the organizational environment (Axelsson and Easton, 2016). It helps in
identify the nature of the employees and create an effective interrelation and communication
among them that is extremely important for improving the organizational performance and
operations. A detailed examination of organizational behaviour also helps in understanding and
implementing adequate leadership style that is a significant factor to manage and motivate the
workforce. The present assessment is based on Marks & Spencer which is among the
multinational retailer, specialised in selling eatable commodities, clothing addition to household
products.
This report will develop an understanding of organizational behaviour, culture, power
and politics. It will also cover some motivational theories that will help the leaders to motivate
individuals and develop an understanding to co-operate with others effectively. The report will
also present some concepts and philosophies of organizational behaviour to solve organizational
problems and cope up with tough situations.
TASK 1
P1 Influence of culture, politics and power on individual and team behaviour and performance:
Organizational culture: Organizational culture can be defined as a set of aggregate
beliefs and principles that are responsible to design the structure of the behaviour of employees.
There is always a direct link between organizational performance and culture as cultural values
that depends upon the firms strategies that is the key of organizational success (Balint, 2018).
There are several cultures that influence the organization are presented below:
Role Culture: A role culture is that in which an effective organizational structure has
been created, employees are aware about their roles and responsibilities and report to their
superior management and above all of them, value accuracy and efficiency is essential. Hence,
when managers of Marks & Spencer adopts such culture they creates extremely structures and
stable establishments.
Power culture: In power culture, all the power and authorities are in the hand of a group
of few people or an individual who make rapid decisions and have a strong control over
strategies and activities. The centre of the power is generally the owner of the organization. This
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type of culture often needs a strong defence for the leader in charge. For example, when Marks
and Spencer opts the power culture, powers are shared with some people only who makes
decision workplace.
Task Culture: In an organizational task culture, teams and groups are formed with all the
experts and members who are capable to solve a particular problem or perform a task efficiently.
This business culture is all about how the committed and loyal employees behave towards the
collective objectives and goals of the company (Erkutlu and Chafra, 2018). For instance, If
marks and Spencer opts task culture the managers focuses on nurturing, monitoring and
performing tasks together.
Personal Culture: A personal culture is the one in which a horizontal structure is
followed and each employee is considered as more valuable and precious than the company
itself. Employee serve for themselves, liable to themselves and get motivated by themselves as
well. In this culture, people are competitive and centred on goals and leaders are hard producers,
drivers and rivals at the same time. If Personal culture is used at Marks and Spencer then
employees are empowered to make their own decisions.
Among all, person culture is followed by administrators of Marks and Spencer with the
aim to develop positive culture for employees wherein employees are motivated and empowered
to work well.
Power:
Organizational power can be explained as an ability to influence other individuals and
affect the behaviour of co-workers and subordinates. An effective utilization of power that the
owner and management have sets an example in front of the employees and be an iron fist for the
entire organization like Marks & Spencer. The five types of organizational powers are defined
below:
Reward Power: A reward power is the power to influence and motivate the employees by
providing them a juicy carrot for the work they will perform (Chan and Lai, 2017). It has been
seen that people perform their jobs with more efficiency when they have provided rewards,
praise and promotions for their work.
Coercive Power: This type of power is just opposite of reward power and believes that
employees can be made more effective and efficient when they are feared of punishment, shame
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or demotions. In a coercive environment, workers are scared of reprisal and the price they have
to pay for low performance.
Legitimate Power: In legitimate power, employees and leaders or managers mutually
agreed on that the person with the power and position within the establishment, will make others
compliant. This type of power is like a power of attorney which renders authorities to the power
owners.
Referent Power: The persons who have referent powers are respected, well-regarded and
admirable personalities that may be presented as ideals for inspiring and motivating other
employees. It is not necessary that they are the business owners or have some authorities or
powers.
Expert Power: This power is a little similar to the referent power in which employees
behave professional and perform well when they feel the knowledge and experience of experts is
guiding them. They will be able to make the most beneficial decisions on a course of action.
Politics:
In an organization, politics exists on each level of management. Top level of
administration is at advantageous place to take benefits of politics and determinant their
subordinates. When high amount of politics is used in the organisation then it leads to demotivate
employees (Erkutlu and Chafra, 2018). Organizational politics can utilise the social networking
and organizational power to adapt those changes that can benefit for the individuals and the
establishment as well. Politics that take place within the establishments can be helpful in
increasing efficiency, expedite change, form interpersonal relationships and profit the
organization simultaneously. For instance, both individuals and groups are involve in
organizational politics as people concentrate on their personal gains at the expense of the Marks
& Spencer.
M1 Analysis of cultural, political and power influence on performance:
Organizational culture is helpful in understanding and influencing employees behaviour
as the culture decide the roles and responsibilities of the employees, flow of the information and
orders and help in maintaining a stable organizational structure. Various kind of power systems
influence the motivational and leadership style of the managers or owners of Marks & Spencer
that can help them influence the behaviour of the workers and managing their workflow
(Hollman, 2018). Each type of organizational power is somehow capable to to make employees
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perform well for the organization. On the other hand, organizational politics is beneficial for both
the establishment and the employees as it utilize the network within the company to increase the
efficiency. However, at some point it may be harmful for the entity by spreading rumours.
TASK 2
P2. Motivational theories.
In the competing scenario, motivation is essential for business success. It is said to one of
the reason for individual's goals, actions addition to willingness. It induces an individual to work
with best abilities for goal accomplishment in efficient manner (Illien, Golestanian and Sen,
2017). At workplace, motivation is a factor which improves, induces along with stimulates
workforce to lead objective oriented behaviour. At organisational premises like Marks &
Spencer, staff members feels motivated then only they are able to use their potentialities and
efforts for achieving results. Following are theories that helps managers of corporates to
stimulate others working to accomplish objectives:
Content Theory:
Content theory provides answers to the reasons of changes in human needs as per the
time. It emphasis of various internal factors situated at workplace (Ludwig, 2015). The theory is
also popular with the name of need theories as it is associated with determining what motivates
individuals. In addition, it deals with searching motivation tools which encourages to perform
best. Common content theory is as elaborated:
Maslow's need hierarchy: For understanding the factors which motivates individuals,
Abraham Maslow has proposed the theory during 1950s. It is well known addition to most
refereed theory among others. By analysing such theory, organisational managers of Marks &
Spencer presents the hierarchy of needs by explaining which needs will be meet first for keeping
employees motivated. Maslow has organised need hierarchy that ranges from concrete needs to
self fulfilment needs (Maslow's Need Hierarchy Theory. 2019). It is been said that the lower
needs are met first and later next needs becomes focus of attention. Categories of needs are :
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Illustration 1: Maslow's Need Hierarchy Theory. 2019
(Source: Maslow's Need Hierarchy Theory. 2019)
Physiological needs: The needs related to basic life amenities are said to physiological
needs. Needs like water, sleep, clothing and food are basic needs which are prerequisite for
human being survival. These are the lowest together with most basic needs that are must be
fulfilled for going towards further hierarchy. At this stage, managers of Marks & Spencer
provides living standards to workforce that results in satisfying physiological human needs.
Safety needs: Herein, safety addition to security are primary individual requirements.
Needs related to environmental safety, financial security, steady employment and safety against
accidents are part of such needs (Kundu and Roy, 2016). It is duty of organisational managers to
provide steady employment, health insurance policies as well as contribution in individual
savings accounts for fulling employees security needs. For instance, Marks and Spencer uses
elements like financial policies and provides safety measures in order to satisfy safety needs of
manpower.
Social needs: When needs related to physiological together with safety are fulfilled then
individuals wants social needs to be met. Herein, individual has needs for relationship
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attachments, intimacy, belongingness and affiliation. For achieving emotional satisfaction,
fulfilment of social need is very essential. For example, Managers of Marks and Spencer
organises social gatherings addition to formulating favourable policies which results in
fulfilment of social needs of individuals.
Esteem needs: The need is associated with self respect, dignity, confidence,
accomplishment, status together with self esteem. In addition, the need is further classified into
esteem for self and desire of reputation as well as respect from others. For instance, Marks &
Spencer managers time to time rewards personnels for their hard work which fulfils esteem
needs of the manpower.
Self actualisation need: the last need within hierarchy model in which an individual
realises their potential, seeks growth opportunities, self fulfilment as well as peak experiences.
Ongoing training addition to development programmes helps individuals to accomplish self
actualisation stage.
If Maslow's Need hierarchy theory is implemented properly at workplace then managers
can bring motivation within personnels of institutions. Satisfied workforce will later turn as
business assets and will contribute in growth and achieving objectives (Weichhart, 2015).
Process theory:
Process theory clearly outlines individual behaviour patterns for fulfilling requirements
together with needs. In other words, the behavioural patterns which encourages activities of
human being in specific manner are said to process theory. It concentrates on hurdles associated
with work procedures. It is all about cognitive rational procedures as well as emphasis more on
individual behaviour. Popular process theory is as follows:
Vroom's Expectancy Theory: Victor Vroom is the person who propounded the theory.
The theory that human beings behaviour are result of conscious choice between distinct
alternatives whose goal is related to maximising pleasure addition to minimising pain. It is
realised by the profounder that performance of employee are based on factors including
knowledge, abilities, personality and experience (Vroom's expectancy Theory. 2019).
Management association of Marks & Spencer identifies individual factors so that they can
motivate them through appraisals together with rewards.
The formula of motivation as per Vroom theory = Expectancy* Valence* Instrumentality.
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Illustration 2: Vroom's expectancy Theory. 2019)
(Source: Vroom's expectancy Theory. 2019))
Expectancy: It is defined to the confidence as well as expectation level of individual
about the activities they are performing differs from other humans. Factors that affects
expectancy are requisite skills, acquiring accurate support that accomplishes allotted task and job
expertise (Memon and et.al., 2018). It is important for managers of Marks & Spencer to discover
the resources, supervisions addition to training to be provided to individuals for meeting
expectations.
Instrumentality: It is related to individual perception that if they perform better then will
achieve better outcome. Managers should ensure that promises made to staff members must be
fulfilled as well as employees should have knowledge about it. In context to Marks and Spencer,
Management associations of institutions delivers the rewards as per the promises that they have
made in past duartion.
Valence: The attraction degree possess by human beings as behavioural objective is
termed to valence. Rewards that managers presents in front of staff members for work
performances should be based on desires as well as expectations of employees. In context to
Marks and Spencer, Administrators deliver appraisals to workforce as per the values that each
individuals determines for workings.
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The duration when organisational employees such as employees of Marks & Spencer
finds that the expectation level are met, they are encouraged to work in suitable productive
manner that leads towards attaining business goals in set time phase (Leberman and McDonald,
2016). Maslow's need hierarchy theory can be opted as motivation tool at any workplace so that
each personnel can be encourages or motivated to satisfy their needs or preferences.
Further, it is recommended to adopt policies associated with workplace improvement
practices, individual goal setting as well as positive reinforcement for improving motivation as
well as performances at workplace. For example, Workplace like Marks & Spencer improvement
practices will result in improving workplace culture and providing favourable climate to workers
where they can focus on work and will improve the efficiency by recognising the capabilities of
others to achieve rewards. Individuals are highly motivated by understanding workings of others
that fosters them to achieve rewards and starts working in same aspect that results in motivating
them to remain in organisation and work more that can further reduce turnover of the entity.
M2. Critical evaluation of the ways to influence behaviour of others.
Motivation is one of the factor whose existence is prerequisite at levels of production for
accelerating efforts addition to performance of an individual for achieving objectives within
time. The application of behavioural motivational theories results in boosting motivation in
accurate direction so that planned objectives are effectively accomplished. Motivation results in
building positive attitude among personnels in context to their work or tasks and increases
chances to increase business revenues (Ludwig, 2015). Content theories addition to process
theories benefits organisations in understanding behaviour of personnels together with choosing
appropriate motivational tool for employees. At the same time, both theories creates hurdles in
working of superiors of Marks & Spencer for influencing behaviours of employees to work hard
due to involvement of certain factors.
D1. Critical evaluation of the relationship among culture, politics, power addition to motivation
which enables teams as well as organisations to succeed.
Organisational culture is said to the structure followed at workplace to manage operations
or tasks of businesses that benefits in performing workings in smooth manner without any delays
in work accomplishment. On other hand, organisational power describes capabilities to influence
personnels as well as controlling resources (Rieder and et.al., 2016). For example, Politics within
Marks & Spencer is influenced by pertaining culture and benefits employees in choosing their
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future career. When power, politics as well as culture are properly implemented then
organisational managers can boost motivation within working individuals to achieve success. At
same time, all these creates unethical working which decreases motivation of team members and
results in failures of success.
TASK 3
P3. Effective versus ineffective team.
Team is characterised to groups of more than 2 persons for performing particular task in
order to achieve set objectives. Each member in the group makes efforts in such manner that
results in goal achievement. Individuals having different background comes together to make
effective team so that they can utilise their potentialities, experience together with skills in best
ways. Organisation like Marks & Spencer have both types of teams.
Distinction among effective and ineffective teams:
Basis of difference Effective team Ineffective team
Meaning Effective team are those teams
in which activities are
performed in coordination and
mutual consent for achieving
results (Weichhart, 2015).
Ineffective teams are said to
those teams wherein
employees do not works in
coordination with other
members and fails to achieve
outcomes.
Discussion Effective teams encourages
participation of team members
on several topics as well as
issues related discussion.
Ineffective team also conducts
discussions but are dominated
by few staff members.
Objective Objective of effective team are
to maintain relationship among
team members as well as
distinct other departments.
Objective of ineffective team
are related to assigning tasks to
single personnel for getting
results (Wiid and Mora‐Avila,
2018).
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Theories for team as well as group development:
Belbin theory for development of team: The theory was formulated by Meredith Belbin
in the year 1981. It is based on assumption that each member of team possesses behavioural
pattern which describes behaviour of an individual in relation to others for facilitating team
progress (Belbin's team role. 2019.). The theory describes nine roles that are performed by
organisational teams of Marks & Spencer. The roles are:
Illustration 3: Belbin's team role. 2019
(Source: Belbin's team role. 2019)
Action oriented roles:
Shapers: These are the individuals who changes team for improvements. Shapers are
extroverted people who questions norms, enjoys stimulating other as well as searches approaches
for problem solutions. For example, shapers at Marks and Spencer shakes things and motivates
team members to take challenges.
Implementers: These people converts team ideas addition to concepts into plans together
with practical actions. Implementers are disciplined people and conservatives who work
systematically to get the things done.
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Complete finishers: These individuals sees that projects are accomplished thoroughly.
Complete finishers are more concerned about deadlines as well as pushes other team members at
selected firm to complete jobs on set duration (Kundu and Roy, 2016).
People oriented roles:
Coordinator: These individuals takes role of traditional team leader and are known as
chairman of organisation. Coordinators of Marks and Spencer are excellent listeners as well as
recognises value that are bought by team members on the table.
Team worker: These are the personnels who provide support addition to ensures that
members of team are working effectively with one another. Team workers of entity fills
negotiator role and are diplomatic, perceptive as well as flexible to prioritise team cohesion.
Resource investigator: These are curious addition to innovators who plays role of
exploring available options, negotiating resources on sake of team and works with stakeholders
to accomplish objectives (Chan and Lai, 2017).
Thought oriented role:
Plant: These are considered as creative innovators who possesses new ideas along with
approaches. Plants are introvert as well as prefers working apart from other team members. In
context to Marks and Spencer, at present, these people play role of establishing relationships
with outsiders such that business activities are performed with outsiders in effective manner.
Monitor-evaluator: These are critical thinkers as well as strategic in approaches. The role
of such people are to analyse as well as evaluate ideas which other team members comes up.
Monitor evaluators weigh pros together with cons of options before reaching on decision.
Specialist: These people possesses specialised knowledge that is prerequisite in getting
job done. Their role is to maintain professional status as well as providing specialised skills at
work premises.
Tuckman's model for group development: It was framed by Bruce Tuckman during
1960s (Tuckman model for group development. 2019). The model emphasises on certain ways
through which group tackles tasks or activities from initial team formation through out project
completion at Marks and Spencer. Stages that are part of the model are the following:
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Illustration 4: Tuckman model for group development. 2019
(Source: Tuckman model for group development. 2019)
Forming: At this stage, groups are formed as well as each member tries to make best
impression on others and displays best behaviour. For example, Group building activities are
assembles addition to tasks are allocated to each members of Marks and Spencer. It is orientation
phase in which group members comes in contact to others for establishing preliminary
boundaries together with expectations.
Storming: Herein, groups starts addressing suggestions from others so to complete
assigned tasks. Roles and responsibilities are provided to each group member of respective
institution so that they properly coordinate with other by minimising internal conflicts situations.
Norming: Herein, Group members establishes rules, develops processes as well as are
assigned equal tasks for accomplishing work (Ludwig, 2015). They resolves their differences
addition to appreciates working of others. Leaders or supervisors reduces their involvement in
supervising activities of groups of chosen entity.
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Performing: All the programmes or plans that are developed by group members are
executed for completing projects or accomplishing objectives. In context to Marks and Spencer,
For effectively performing activities, group members utilises their skills in addition to
knowledge in best manner.
Adjourning: When the objectives are accomplished, then groups get dissolved. The
members gets separated as well as becomes free to take part in other projects to gain monetary
benefits.
The above mentioned theories are used by managers of Marks and Spencer which
enhance development of groups as well as teams as projects or tasks are conducted by the
members in effective manner that develops skills and relationships within teams or groups.
M2. Analysis of relevant team as well as group development theories.
Belbin theory addition to Tuckman model are relevant development theories that supports
developing cooperation among effective teams. Belbin Theory helps entities to determine
behavioural strength together with weaknesses at Marks and Spencer (Rieder and et.al., 2016).
To develop people, tuning high performances and resolving conflicts, the theory deliver language
that ensures that members of effective teams communicates properly and works in coordination
with huge understanding that supports cooperation development within teams. At same time,
Tuckman model helps in recognising aspects that groups do not begins with functioning as well
as fully formed. They develops with stages that begins with forming groups to cohesive and
building effective teams.
TASK 4
P4. Concepts as well as philosophies related to organisational behaviour..
Organisational behaviour concept is related to people addition to business concern. It is
crucial for premises to have favourable working environment as unfavourable environment
results high staff turnover because of dissatisfaction with work or other aspects. Entities like
Marks and Spencer faces problems of high staff turnover of various shop floors within last
duration. It is due to the changes in higher management authorities that changes existing culture,
performance management systems as well as structure. Various entities adopts Path Goal theory
for evaluating leaders behaviours in changing circumstances.
Path Goal Theory:
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The theory is related to particular leader's style addition to behaviour of Marks and
Spencer which suits the employee along with work environment for goal achievement (Path
Goal Theory. 2015). It comprises following three factors:
Employee characteristics: Personnels interprets behaviour of leaders according to their
needs or requirements such as affiliation, desire for control, degree of needed structure and
perceived ability level. For instance, there are various situations when leaders of Marks and
Spencer provides employees more rigid structure then employees becomes less motivated. For
this, leaders understands needs as well as characteristics of employees that motivates them to
remain with institution.
Environmental characteristics: Work group, formal authority system together with task
structure are considered as environmental characteristics. Organisational leaders of Marks and
Spencer emphasis more on building business atmosphere that appreciates employees and retains
for long duration.
Styles of leadership: The styles that leaders adopts also resolves current business
situations. Suitable leadership style motivates employees to remain with entity and conduct
activities in appropriate manner. Certain leadership styles are the followings;
Directive Style: Organisational leaders who adopts such style generally provides
guidelines, controls employee behaviours, sets performance standards and provide expectation
to employees. For instance, if leaders of Marks and Spencer adopts the style then they makes full
usage of disciplinary actions as well as rewards to retain personnels.
Supportive Style: it is people oriented leadership style in which leaders despite of
focussing on revenues, they focuses on well-being of employees. These leaders builds friendly
together with warm environment along with shows concerns towards activities, welfare and
needs of subordinates (Weichhart, 2015).
Participative Style: The leaders following the style invites inputs or ideas from personnels
for decision making of entity. In context to Marks and Spencer, employees are provided pertinent
information about issues that entity is facing and employees determines actions that should be
taken by company to overcome the issues.
Achievement oriented Style: Entity leaders who adopts the style usually challenge
subordinate fro striving excellence in workplace continually. These leaders of the company
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establishes high performance baseline together with expecting ongoing improvements from set
baseline.
Organisation like Marks and Spencer who are facing problems of huge staff turnover, to
overcome it, they uses participative leadership style for encouraging employee participation
through discussions about work or issues in order to obtain general solutions to resolve issues.
M4. Evaluation of philosophies as well as concepts of OB
For influencing employees behaviour, the best philosophy is Path Goal Theory that
benefits managers to provide employees specific path to achieve objectives that brings positivity
among employees towards work. The theory benefits top administrative authority of Marks and
Spencer in ensuring employees that desirable awards will be provided and removes roadblocks
that encounter routes for goal achievement (Erkutlu and Chafra, 2018). Leaders when finds
needs or perceptions of staff, works to adopt suitable style that can influence employee
behaviour to remain with organisation. In contrary, there are various chances when leaders
become flaws and acts according to delusion that results in influencing employees behaviour in
negative manner.
D2. Critical analysis of the relevance of team development theories along with concepts.
Theories, concepts addition to models that influences behaviour at organisation for
improving business performance as well as productivity are Tuck man theory, Belbin role model
and path goal theory. Tuckman theory benefits entity in maintaining healthy relationship among
distinct groups by fostering positive environment in which work are performed in coordination to
others that improves workforce efficiency, performance together with productivity in positive
manner. Where as the theory do not provide any guidances in group development that puts stress
on work force which results in negative influences on productivity. For example, Belbin theory is
used to form teams that helps in allocating tasks without any type of issue that motivates
personnel stop improve their performances with productivity of Marks and Spencer (Wiid and
Mora‐Avila, 2018). Path goal theory also benefits in applying suitable leadership style based on
employees and environmental characteristics that boost productivity and performance of business
members at huge level. But in several conditions leaders fails to adapt suitable style due to
pertaining situations in which they become rational as well as begins performing activities which
results in negative influences on performance addition to productivity of business.
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CONCLUSION
The above discussion concludes that in successes or failures of operations of business the
major role is played by organisational behaviour. At workplace there are numerous factors that
influences personnel, group and business performances. In addition, organisational behaviour
comprises culture, power together with politics where specific members avails opportunities to
rule or dominate others. Motivational theories including process theory, content theory as well as
motivational techniques when opted properly encourages personnels to work with entity in
distinct circumstances. Tuckman model is primarily utilised for effective team development
whereas Belbin Theory benefits in managing personnels in effective order. For evaluation of
leadership together with leaders behaviour in dynamic situations the best model is Path Goal
Theory.
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