This report provides a detailed analysis of organisational behaviour within Marks & Spencer, examining the influence of culture, politics, and power on individual and team performance. It evaluates content and process theories of motivation, such as Maslow's hierarchy of needs and expectancy theory, and their application in achieving organisational goals. The report distinguishes between effective and ineffective teams, highlighting the importance of communication and division of labor. Furthermore, it critically assesses how organisational culture, power dynamics, and political landscapes can impact employee behaviour and motivation, offering insights into how managers can foster a positive and productive work environment. The study concludes by emphasizing the need for balanced approaches to organisational culture, fair reward systems, and the effective application of motivational theories to drive employee engagement and performance.