Influence of Culture, Politics and Power on Organizational Behaviour

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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