Organizational Behaviour in Dr. Martens: A Comprehensive Analysis

This report provides a comprehensive analysis of Dr. Martens' organizational behaviour. It begins with an examination of the company's organizational culture using Handy's Cultural Typology, assessing how power dynamics and political behaviour influence individual and team performance. The report then delves into motivational theories, such as Maslow's hierarchy of needs and Alderfer's ERG theory, to understand how these theories aided Dr. Martens during its relocation and shaped its culture. Furthermore, the report explores team development using Tuckman and Jensen's model, identifying effective team structures within Dr. Martens. It concludes by analyzing the application of path-goal theory leadership and relevant theories for implementing change within the company. The analysis highlights how Dr. Martens effectively uses various organizational behaviour principles to enhance its business operations and employee engagement.

Organizational Behaviour

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
a) Dr. Marten's organizational culture with Handy's Cultural typology.....................................3
b) Power and political behaviour influence individual and team behaviour and performance...4
TASK 2............................................................................................................................................6
Motivational Theories helped Dr. Martens during relocation to London and defines its culture
.....................................................................................................................................................6
TASK 3............................................................................................................................................8
Effective team in Dr. Martens and team development with Tuckmen and Jensen's model........8
TASK 4 ...........................................................................................................................................9
a) Path goal theory leadership style............................................................................................9
B) Relevant theory for implementing change ..........................................................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Organizational behaviour is basically study of individual as well as group performance. It
determines impact of human behaviour on performance, communication, leadership etc(Kitchin,
2017). Present study is based on the company Dr Martens that is a footwear and clothing brand
having headquarter at Wollaston, UK founded in the year 1947 by Klaus Maertens. Report will
include Organizational culture by using Handy's Cultural typology and the way behaviour and
beliefs affect ability of organization to turnaround its business. It also includes power and
political behaviour that influence individual and team behaviour and
there performance. Further report includes different motivation theories helping in restructuring
and relocation and also defining the culture of the firm. It also includes Tuck-man and Jensen's
model of team development to make an effective team in Dr. Martens. Report tells about the way
managers of Dr. Marten adopted a path goal theory leadership style and the reason to a little
evidence of resistance to changes implemented within Dr. Martens.(Chumg and et.al., 2016).
TASK 1
a) Dr. Marten's organizational culture with Handy's Cultural typology
Handy defines four types of culture:-
 Power culture:- According to this power is in hand of few individuals in an
organization, and they influence it to all the parts of the organization. There are some
rules and regulations that is being decided by people in power. In every organization
employees are been judged on bases of their achievements and not on bases of their acts.
This culture in the organization is considered as the strongest culture. In case of Dr.
Marten's the power culture is stable as HR mangers are working to strengthen the
employees skills and supporting them fully but employees are working individually so if
they shifted in teams then there may not be a proper coordination(Elsmore, 2017).
 Role Culture:- Organization having role culture are based on rules and people are highly
controlled by making them understand about their roles and responsibility towards the
organization. Here the organizational structure is not flat but hierarchical and due to this
reason decision-making is quite slow as they do not take risks. Here power is derived
from persons position in the firm. From the case study role culture is stable in the Dr.
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Marten as all employees are aware about their responsibilities, and they believe in the
culture of the firm.
 Task Culture:- This culture is generally form when a specific project have to be done or
any problem arises. As task is the most important thing so here power generally shifts
within the team based on the type of problem. Team can complete the tasks if skills and
leadership of the individuals are effective, and they work in team with creative minds.
Here team can develop their own objectives and are free to take risks as no single source
of power is there. From the case study it is seen that task culture is stable in the
organization and all the employees prides on individuality. Organization is having right
people and talent and is able to make them work in team to complete the tasks(Majumdar,
2018).
 Person Culture:- Organization with person culture have individuals who see themselves
superior and it is basically collection of people who are ready to work for the same
organization. All are getting same training and expertise and each group is having power.
Dr. Marten's is having stable person culture, and they have experts that helps there scale
of business. HR managers are giving proper training to all the employees and treat all of
them in same manner(Majumdar, 2018).
From the above analysis it is seen that Dr. Marten's is influenced from task culture and all
the employees work in team with their creative minds. This culture impact the individual as well
as team beliefs and behaviour as all work hard and take risks in solving the problems coming
towards the firm. Over all performance of the team is also affected as they all work effectively
on a specific project. Team is set free to set their own objectives and make strategy to complete
the tasks on time. (Hall And et.al., 2016)
b) Power and political behaviour influence individual and team behaviour and performance
The five forms of power that influence individual and team behaviour are as follows:-
 Coercive power:- This is form of power where individuals are forced to work against
there will. This power may leads to many problems as it may threaten social exclusion.
This power is positive in terms of punitive behaviour and negatively with conditional
reward behaviour. From the above case study if these power is being used by the leaders
it may lead to an unhealthy behaviour in the organization and employees may feel
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dissatisfied with their work. The company relocated to Camden market there are chances
that employees may feel unsatisfied(Day, 2019).
 Reward power:- This is form of power where subordinates are rewarded for the hard
work they do by the managers to bring positive results. The main forms are raise in
salary, promotions or giving compliments for good performance. From the above case
study employees giving 100% to the firm for its product launch to new store have to
rewarded so that they get motivated to improve brand visibility.
 Legitimate power:- This form of power is being used by managers in order to give
reward and punishment to the employees in order to make there performance improved.
Basically it is seen in the organizations that employees obey leaders in power and person
on power is having ability to convince the employees. From the case study is seen that
Dr. Marten is having HR managers having power, and they are training there employees
so that they can work more effectively(Laforet, 2016).
 Referent power:- In every organization there are leaders who are role model and all the
individual follow them to get success. These leaders easily influence others and are
identified strong and liked by everyone. From the case study it is been seen that Verwoert
is such a passionate leader that all the individual follow him due to values he holds. He
believes that employees plays active role in progress of the organization and that is the
reason during the structural changes he supported staff and worked with HR managers so
that there skilled can be enhanced.
 Expert power:- There are leaders who are highly intelligent and are expertised in the
field. Such leaders are trusted, and they fulfil there roles and responsibilities in right
mode. From the case study is been seen that for having structural changes expert power is
essential as they have knowledge in this field(Katou, 2015).
There are four factors according to Chanlat that encourages political behaviour:-
 Personal characteristics:- Personal characteristics encourage individual behaviour and
that lead to the over behaviour of team. If individuals are working effectively, then whole
team will be able to complete the tasks on time. Dr. Marten worked on individuality and
that helps out the team to make appropriate decision.
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 Decision characteristics:- Decision making is effective if team members work in
coordination and for the same a proper communication between the employees is
required in Dr. Marten(Corfield and Paton, 2016).
 Structural Characteristics:- Structure of the organization also affect individual and
team behaviour as having a flat structure helps in easy communication between the
leaders and employees while hierarchical structure may not bring effective decision-
making. Dr. Marten is having flat structure that brings good team work.
 Organizational Characteristics:- This develops trust between the employees and
leaders so that they can set there goals in effective manner and are able to achieve the
targets with proper coordination.
Dr. Marten is working on all these characteristics so that they are able build a good team and is
able to influence individual and team behaviour and performance. The thing on which company
have to work for having good performance is communication between the team members and
also leaders then only a proper structural formation is possible(Svanberg and Öhman, 2016).
TASK 2
Motivational Theories helped Dr. Martens during relocation to London and defines its culture
The two main motivational theories that helped Dr. Martens are:-
Content Theories:-
Maslow- hierarchy of needs:- This theory helped out Dr. Martens during relocation as it helped
out in identifying the different needs of the employees working in the firm. These needs are as
follows:-
 Physiological needs:- Verwoert with the help of HR managers identified physiological
needs of the employees like air water and food so that there minds can function well to
bring visibility of their brand in market.
 Safety and security:- Dr. Martens is providing a safe and secure environment so that
employees can work without any fear. The safety need include financial security and
health and safety of the employees(Svanberg and Öhman, 2016)..
 Belongingness:- It is very important for the employees to get affection from the people
they are working with. Dr. Martens have created an environment where employees do not
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face depression or lack of belongingness so that they work effectively in bring visibility
of their brand in market
 Esteem:- All the employees working in Dr. Marten have a need that they must get
respected for what work they are doing and for the same Company is appreciating there
employees hard work are all are treated well and equally.
 Self actualization:- When employees all needs get fulfilled they have a need of self
actualization that is growing to the fullest potential. For the same they are motivated and
are given creative tasks so that they are able to enhance their skills(Chumg and et.al.,
2016).
These needs are focused by the managers to bring visibility of their brand in market with
the help of satisfied working employees.
Alderfer's ERG theory:-
This motivation theory also focuses on the needs of the employees that are:-
 Existence needs:- This need focuses on physiologic and safety needs of the employees.
Dr. Marten is working to provide such basic needs to their employees so that they can
work more effectively.
 Relatedness needs:- This need includes social and esteem needs of the employees that is
to get recognition in the society and appreciation for there work. Dr. Marten is giving
rewards for the employees good performance and giving good wages to them so that they
are able to fulfil needs of there family members(Majumdar, 2018).
 Growth needs:- Need of self development is also very essential for the employees and
Dr. Marten is motivating there employees and giving them proper training so that they
are able to enhance their skills.
Process Theories:-
Skinners reinforcement theory:-
Dr. Marten uses this theory to encourage performance of the employees by giving
rewards for there good performance and giving them punishment for the mistakes they made or
for there undesirable behaviour.
 Positive reinforcement:- This is way to praise and appreciate the employees by giving
rewards or promoting them as it encourage the performance of the employees.
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 Negative reinforcement:- This is a way to stop the employees from undesirable
behaviour and to eliminate negative attitude of the employees(Elsmore, 2017).
Vroom's expectancy theory:-
This theory is used by the mangers to motivate the employees so that they can get
engaged in activity of the business. It is determined by three factors:-
 Expectancy:- Here the belief of employee is that more they put efforts, chances of
getting success increases. For better performance of the employees Dr. Marten motivate
there employees to work hard and put efforts in completion of the tasks on time.
 Instrumentality:- Here employees believe is that if they will perform well, they will be
getting rewards for the same. HR managers of Dr. Marten work on it and motivates the
employees to work hard so that they will get good rewards for the same(Kitchin, 2017).
 Valence:- Here person values the reward and work hard to bring success for the firm. For
getting the employees motivated it is essential for the HR managers to know individual
differences in motivation as to get success all the three factors are very important.
Dr. Marten used these theories to motivate the employees so that they can work hard to bring
visibility of their brand in market as they relocated and had underwent structural changes.
TASK 3
Effective team in Dr. Martens and team development with Tuckmen and Jensen's model
Effective team:- An effective team is a team where open discussions are there and healthy
conflicts are used to bring creative ideas. Logical arguments helps to reach out a particular
decision and for having an effective team situational leadership is used by Dr. Marten so that
common goals for the firm can be achieved.
Ineffective team:- An ineffective team generally lack to agree on an objective and the working
environment become tensed. Here decision-making is through voting and it becomes difficult to
understand the tasks and objectives(Hall And et.al., 2016).
Dr. Marten is having effective team where all the members work accordingly by deciding
in team and there objectives are clear. For the same they work hard to achieve the objectives. It is
very east for the employees to understand the tasks as leaders are having good potential to make
the things easy going. For having an effective team Dr. Marten uses Tuckmen and Jensen's
model in following ways:-
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Tuckmen and Jensen's model:-
This model is having four stages:-
 Forming:- Here at this stage employees are highly dependent on leaders in order to get
guidance and direction. Individuals goals are unclear because of which leaders have to
prepared for explaining the purpose and objectives of the firm. Here tolerance of the
employees is also low. Dr. Marten at this stage need leaders that can guide the employees
and can bring effective communication in the organization(Day, 2019).
 Storming:- Here at this stage decisions are not coming easily and leaders usually face
challenges to work with the team members. For the same team needs to be focused
towards the goals then only Dr. Marten can achieve the objective of the firm. Leaders
have to make effective decisions to achieve objective of the firm.
 Norming:- Here responsibility are clear among the team and or the members follow
leaders guidelines to achieve the objectives of the firm. By having clear roles and
responsibility big decisions can be made. Dr. Marten can engage there employees in
social activities so that they can work more effectively in the team(Svanberg and Öhman,
2016).
 Performing:- Here team is aware about the objectives and a clear vision is there. Leaders
participation become less than team can work effectively. Team work to achieve the
goals and there is no need to be instructed by any leader.
Dr. Marten can build an effective team by using this model as company is relocating to
London and structural changes will be there, for the same appropriate strategy have to be
implemented so that all the team members work in coordination and a proper communication is
there.
TASK 4
a) Path goal theory leadership style
Path goal theory is one of the type of leadership style which explains the leader style and
behaviour that how an effective leader influence the followers or employees. In path goal theory
leader adopt the behaviour which is required by the employees or which is best suited for the
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current situation. It is quite similar to the situational leadership style in which leader change their
style according to the different style.
As per the above case Dr Marten has to use the path goal leadership style to influence
their employees. It can be analysed from the case that due to relocation of Dr Marten central
office communication gap is arise. Because transfer of all the department is not possible due to
the space problem in London so they shift the department in different interval which generate the
communication gap (What is Path-Goal Theory?, 2019). The participative leadership style of
path goal theory help the Dr Marten to understand the problem of the employees and get
feedback from them to improve the communication(Elsmore, 2017)..
The achievement leadership style of path goal theory help the Dr Marten leader to
motivate their employees by assigning the challenging task and express confidence in their
performance so they can feel motivate and valued in the organization. It also help them to
develop the understanding between them so the leader can understand the problems of
employees and change their style according to the needs and demand of employees.
B) Relevant theory for implementing change
Dr Martens implemented various changes to improve their performance and brand value
by new brand model. This changes help them to expand their business in global market. Most of
the employees are ready with the changes and very few employee resist because of the high
motivation level of employees. According to the case study it can be found that Dr Marten highly
focus on their employees and provide all the required services without considering their number.
They also involve all the employees in the decision of new brand model to provide their valuable
and creative suggestions. Dr Marten use the change management system that's why the resistance
of implementing change is negligible(Hall And et.al., 2016).
Path goal theory of leadership
The path goal theory help the Dr Marten to implement changes in the organisation and
managing their employees according to the requirement(What is Path-Goal Theory?, 2019). By
path goal theory they can adopt the different leadership style for various situations which help
them to enhance the motivation of employees and minimize the communication barriers. As per
the case study Dr Marten relocate their office to London to expand their business in Asia and US
but due to the space problem they have to face the communication gap. The participation
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leadership style and achievement oriented leadership style help Dr Marten to improve
communication and motivation of employee by setting individual target or challenges.
System theory of leadership style
Dr Marten can also adopt the system theory to implementing the changes and develop
new brand model without any barriers(Systems Leadership, 2019) System theory help the leader
to create the situation in which different levels of employee can freely work with their full
potential (Systems Leadership, 2019). System theory also used some sound principles based on
the human behaviour which help Dr Marten to understand the need and demand of their
employees in more better manner which ultimately address all the issues in relocating the office
and developing new brand model(Hall And et.al., 2016).
CONCLUSION
From the above study it has been concluded that Dr. Marten is influenced from task
culture and all the employees work in team with their creative minds and power, role, task and
person culture is stable in the organization. Report also concludes that Power and political
behaviour influence individual and team behaviour and performance of Dr. Marten. Company is
using motivational theory to influence the employees' performance. For having an effective team
development Dr. Marten uses Tuck man and Jansen's model so that team can work effectively.
Managers of Dr. Marten have adopted path-goal theory leadership style and an appropriate
theory was applied to resist change in the organization.
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REFERENCES
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group and multicultural approach. Routledge.
Elsmore, P., 2017. Organisational Culture: Organisational Change?: Organisational Change?.
Routledge.
Majumdar, B., 2018. Organisational Behaviour. Abhigyan. 36(2). pp.74-76.
Day, G.E., 2019. Understanding organisational culture in the hospital setting. Transitions in
Nursing EBook: Preparing for Professional Practice. p.59.
Hall, C.M. And et.al., 2016. Business and post-disaster management: Business, organisational
and consumer resilience and the Christchurch earthquakes. Routledge.
Laforet, S., 2016. Effects of organisational culture on organisational innovation performance in
family firms. Journal of Small Business and Enterprise Development. 23(2). pp.379-407.
Katou, A.A., 2015. Transformational leadership and organisational performance: Three serially
mediating mechanisms. Employee Relations. 37(3). pp.329-353.
Corfield, A. and Paton, R., 2016. Investigating knowledge management: can KM really change
organisational culture?. Journal of Knowledge Management. 20(1). pp.88-103.
Svanberg, J. and Öhman, P., 2016. The effects of time budget pressure, organisational-
professional conflict, and organisational commitment on dysfunctional auditor behaviour.
International Journal of Accounting, Auditing and Performance Evaluation. 12(2). pp.131-
150.
Online
What is Path-Goal Theory?. 2019. [online]. Available through :<https://pathgoal.com/path-goal-
theory/>.
Systems Leadership. 2019. [Online]. Available through : <http://bioss.com/approach/systems-
leadership/>
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