Analysis of Dr. Martens' Organisational Culture and Leadership

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Organisational Behaviour Case Study
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Table of Contents
Introduction......................................................................................................................................3
Task 1...............................................................................................................................................3
a) Discuss and identify Dr Marten’s newly distinct the organisational culture, utilizing Handy’s
typology...........................................................................................................................................3
B) Discuss how political and power has affected the team behaviour and individual performance,
which experience the current structural changes in Dr Martens......................................................4
Task 2...............................................................................................................................................5
Asses the positive features of several motivational theories supported Dr Martens in the time of
its relocation and restricting toward the region of London..............................................................5
Task 3 Discuss what make efficient team within Dr Martens (using Tuckman and Belbin’s team
roles)................................................................................................................................................7
Task 4...............................................................................................................................................9
a) To what extent managers have to adopt the path-goal theory in their leadership style? Give
proof from the case study................................................................................................................9
b) Discuss why there may small proof of resistance towards the changes applied in Dr Martens.
Implement any theory to support the answer.................................................................................10
Conclusion.....................................................................................................................................10
References......................................................................................................................................12

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Introduction
In an organisation, behaviour of employees and management determines the major culture,
politics and behaviour of that organisation. In this Case, it has found that Verwoert clarifies the
culture with a new organisational structure. Further, he is trying to make a quick and constant
extension of product in the international scale. For having new CEO, motivation and employee’s
job satisfaction are very high in the company. The CEO has used the power and introduced new
activities and more control on the workers. As per view of Verwoert, it has found that the
company has ambitious plans to open 128 stores internationally in new few years. The impact of
politics, power and culture will be depicted in this following case study. Further, several
motivational theories and team development will be favored to get more proper perception of the
motivational factors would discuss in this case study.
Task 1
a) Discuss and identify Dr Marten’s newly distinct the organisational culture, utilizing
Handy’s typology
The organisation culture of Dr Marten is a great implication for the development, success and
growth of its organisational targets. In this case study, employees share their several thoughts
and beliefs over a specific task, and this exceptional operational style gives to the shape of
organisational culture. In Dr Martens, the company has worked with the marketing partner to run
their company in several areas. However, 78 employees have performed together in this project
(Thomson and Van Niekerk, 2012). The workers encompass a set of attitudes along with beliefs
that may influence the company’s structure, enhance the process of decision making within the
company. Thus, organisation culture may be distinct as the method to perform the tasks in a
particular business.
The culture in Dr Marten’s company was completely developed based on hard work, honest and
success of employees. The friendly behaviour of workers and management has depicted a
healthy organisational culture in the competitive market (Francis et al., 2012). In their business,
their management has maintained two things, one is product and another is people. In their

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culture, employees are believed to deliver high production and maintain to attract the customers.
This positive organisational culture supports the team to be made the innovative ideas and gained
a high rate of production in the marketplace. However, an efficient organisational culture
controls the environment of Dr Marten’s office and supports their leaders to make a controlled
value with clear objectives and goals (Agarwal et al., 2012).
Handy’s model of organisational culture
As opined by Russo et al. (2013), Handy has classified the culture into four types i.e. Person,
Task, Role and Power. By using the power culture, the company controls their employees.
Leaders have the right to utilize the power and taken the important decision, which may be
beneficial for the company. Role culture is based on the several rules in the company. In the
company, employees are conscious about their task in contrast to role culture and they focus on
their responsibilities. On the other hand, task culture will be formed while a team is addressed to
a particular issue or problem in the company. The proper addition of skills, leadership as well as
power in task culture creates a productive team along with creative. In the company, person
culture makes the employees believe in themselves and experience superior towards the
company. In this type of organisational culture, the workers and their personal benefits is mainly
emphasized within company (Kazemipour and Mohd Amin, 2012). Different tasks are assigned
to the teams and every member in the team equally gives in the work. Thus, these beliefs and
behaviours have exaggerated the ability of organisation to rotate the industry of Dr Martens.
B) Discuss how political and power has affected the team behaviour and individual
performance, which experience the current structural changes in Dr Martens.
In this case, power is connected to the authority of company, designated towards an individual.
In the company, power may be utilized in both negative and positive ways. Negative effect
would change the behaviour of employees and pressurize them to perform the things that they
may not execute in any case. However, French and Raven have cited that the form of power has
separated in five types (Wong et al., 2012). These five forms of Power show how the several
powers may affect an individual’s success and leadership. Coercive power is based on the
thoughts of coercion. This indicates that a person is forced to perform something against his
willingness. The company will utilize coercive power while their management has threatened

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and it may be abused by the company. Reward power is act as a positive power within the
company. It gives the major motivation to the employees and their overall production to the
company. However, legitimate power provides the capability to connect the certain feelings of
notion or obligation of responsibility towards the management. The company may utilize this
power to work a certain degree of punishment and reward (Hashim and Wok, 2014). A leader
has referent power to makes each employees feel good, so he has a propensity to influence many
people. In the company, expert power is used to achieve the rewards of an employee.
In the company, politics is one of the invisible attributes of power. According of Chantal’s
character, politics is the utilization of power to influence the decisions in order to attain those
results. Power and politics are two parts of similar coin, as power may not be estimated. In this
case, politics may be unhelpfully utilized by the employees, comprising of power within
company (Mahembe and Engelbrecht, 2014). Organisation politics may increase toward some
unprincipled areas such as groupism in the company, changing of valuable data and negative
image of workers within company. These types of politics may slow down the overall production
as well as may be demotivating the workers towards their task. As per view of Chantal, there
may be two kinds of politics i.e. structured and unstructured. In the company, Structured may be
resolved the problems by using the decision rules while unstructured may not solve the issues by
using the decisions rules. Political behaviour may occur within the unstructured decisions.
Employees may utilize this politics for gaining appreciation and notice from the top authorities.
Task 2
Asses the positive features of several motivational theories supported Dr Martens in the
time of its relocation and restricting toward the region of London
There are several motivational theories, which may be utilized by the leaders of Dr Martens in
the company to motivate the employees along with team. Two main motivational theories are
process theory and content theory.
Content theories
Alderfer motivational theory

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This theory is utilized to analyse the motivational factors of a person within the company. While
an employee appoints Dr Martens, the main task of leader and manager is to avail him an
appropriate surroundings and ensure that the employee is performing on several task (Norton et
al., 2014). As per theory, the factors should motivate the employee and make happy with his
demands and needs. However, manager should give the career opportunity to its workers, if they
are not given in a systematic way; the workers may decline towards other motivational factors.
The proposition of Alderfer theory in Dr Marten, the performance will be calculated is based on
the capability, surroundings and motivation given towards the workers.
Herzberg two-factor theory
Herzberg two-factor is developed based on two diffract aspects related to motivation and proper
hygiene within the company. In the structural changes, Hygiene factor acts a huge role and it
makes a huge affect on the employee’s mind. However, satisfaction of employees mainly
depends on this type of hygiene factors, as the workers would like to get the proper hygiene in
the working environment (Clinkenbeard, 2012). HR managers at Dr Marten should appreciate
and reward the workers for a positive performance to stay them motivated and work superior on
a particular task. By adopting two-factor theory, Hr manager may utilize the employee’s
competencies and expertise. However, to motivate the workers, Dr Marten’s management should
focus the necessary aspects of satisfaction like responsibility, recognition and success. To imply
this theory, HR manager should apply two motivational factors. Thus, the main stage is to create
the sustainable situations, which may lead to satisfaction between workers and second is to
eradicate the job dissatisfaction. By following these two aspects, company should motivate their
workers easily and attain the organisational targets (Ghazi et al., 2013). A motivation supports
the employees to develop new skills and use them while they require.
Process theories
Vroom’s expectancy theory
According to this theory, motivational aspect is essential for the organisation culture. HR
manager should recognise the significance of incentive for a worker. However, this theory makes
simpler the pathway for the organisational along with employee goal that will be attained in
future. Utilizing this theory, the company easily makes the dynamic and interesting tasks for

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their workers. In this following case, HR manager may support their workers to motivate them in
their work and they reach their desired target if their deliver best performance (Parijat and
Bagga, 2014). By using Vroom’s theory, motivation level of workers should be assessed by the
manager. As per Vroom’s theory, three main aspects of motivation are expectance, valence and
instrumentality. The company should inspire them for a major purpose. The HR manager would
like to use this feature to set the performance of workers.
Locke’s goal setting theory
Locke’s goal theory defined the proper goal for the company that would be beneficial for Dr
Martens during its relocation and restricting to the region of London. The company must give
lots of incentives and rewards to attract the workers to accomplish their organisational objective.
However, the few workers would like to perform their task by their individual effort. In the
company, the target must be specific and clear, as the workers have to recognise the goal (Hsu et
al., 2014). By pressurizing the workers outside of their easy zone, they may be likely to
accomplish the target without any leadership. To contrast the goal setting theory, employees
have to ensure that they should be perform well and ready to solve any issues within the
company. To apply this theory at the workplace, HR manager of Dr Martens may support their
workers to make the intrinsic motivation in the direction of the work. Further, this theory
supports to solve any complex task in Dr Martens during its relocation and restricting to the
region of London. Employees may give the feedback to their leaders for keeping them conscious
to perform any task (Locke and Latham, 2015). As per view of Verwoert, employees may take
the active role in the “identity” process.
Task 3 Discuss what make efficient team within Dr Martens (using Tuckman and Belbin’s
team roles)
In Dr Martens, efficient teams have to be supportive towards their workers and they support their
colleagues to carry out the entire development within company. To be more effective, teams
must give appropriate guidance for attaining the organisational objectives. In such case, the
process of decision-making turns out to be more proper and accurate for the company by
participating of team members. Through proper communication, effective teams must be solved
all the problems or issues occurring in Dr Martens during its relocation and restricting to the

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region of London. Effective teams are always found to be extremely motivated and leaders must
share the good connection with the employees. However, ineffective teams have lack of
cooperation and members are not ready to solve any issues. Thus, effective teams have to be
formed in the company to accomplish the organisational target. This makes their procedure must
effective and faster as compare to ineffective teams.
Tuckman’s team model
In Dr Martens, the company has developed a bespoke app, which may support the workers to
stay linked and distribute their stories around the world. Tuckman’s theory makes an important
affect in the company, which may support their company to attain the maximum market share in
the competitive market. In Tuckman’s team development model, teams are to be formed to carry
out several tasks and achieving the certain target for the company (Seck and Helton, 2014). This
development has mainly four types such as storming, forming, performing and norming. In the
forming state, team members are gathered to develop a team and leader of the team has divided
the objectives among workers. However, conflict situation may arise between the employees and
these situations are resolved by the leaders in the storming stage. In the third phase, opinions and
ideas are share between the team members and employees work properly with their norms given
by the HR manager. In performing stage, the formulated strategies and plans are performed and
best acts are provided by team to attain the chosen targets in Dr Martens during its relocation
(Chapman et al., 2014). The company applies this team model to their workers in order to make
them perfect as per company’s requirement.
Belbin’s typology to formulate effective teams
Belbin has possessed three several types of role, which may be played by constituents of a group.
In Dr Martens, this model will act the most important part as the company may be easily
accessed and recognised on the role of different members. Firstly, action-oriented employees
have to be responsible to obtain the things done and target to accomplish the tasks before
deadline (Bester et al., 2015). In this phase, people are implementers, sharper and absolute
finishers. In case of people oriented, members of a team have the capability to work within and
outer of the company. Team members are renowned as team worker, coordinator and
investigator in this category. To apply this category, Dr Marten highlights their business strength

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and attracts more workers to this company. Team members have turn out to be more punctual,
responsible and disciplined in their task. On the other hand, thought oriented people have the
roles within company. These individuals contain very distinct and crucial position in the
organisational groups of Dr Martens, as their workers are better to introduce innovative and
creative ideas for the team (Shapiro and Stefkovich, 2016). Further, it supports to make new
pathways of chance for the teams in Dr Martens for the period of its relocation and restricting to
the region of London.
Task 4
a) To what extent managers have to adopt the path-goal theory in their leadership style?
Give proof from the case study
Path-goal theory is a leadership style, which mainly helps the workers and conveys their attitude
in order to get their desired targets. It may also make an atmosphere for the workers to perform
their best to resolve any issues within organisation. Dr Martens has many workers and they have
maintained a good status within the market of UK. However, this path-goal theory may support
their workers to take the important decisions by their own and it may be beneficial for this
company to improve their production. In Dr Martens, team management may surely help their
workers in their hard conditions and make their approach to deal with the issues within the
company (Mellor et al., 2014). In this theory, it is evident that organisation must encompass a
dictate leadership, which can carry out according towards the activity. Thus, this is a proper
method where workers need to follow the vision of their leaders. The leader should make clear
their tasks to reduce the indecision of work function. For example, Dr Martens should focus on
the task regarding their production. This means that employees perform their specific task
precisely and keep away from any type of confusion.
On the other hand, leaders must support their workers towards taking the important decisions in
their working life. This path-goal theory indicates that Dr Martens would perform their task
according to their leaders for any type of error. The company has to give many rewards to their
employees as they more focus on their task (Barquet et al., 2013). The team leaders give more
motivate in the time of struggling of this company as they have the capability to decrease any

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stressful situation in the company. Further, the leaders would direct the workers through their
working days in order to secure their targets. In this following case, Verwoert has adopted the
path-goal theory, as he has to control more than 1200 employees. Hr managers have to perform
the similar treatments whether they are dealing with 600 or six employees. They need to check
with their employees according to their favorites of this corporation. This would unswervingly
affect the decision-making process.
b) Discuss why there may small proof of resistance towards the changes applied in Dr
Martens. Implement any theory to support the answer
In Dr Martens, the company has to face some efficiency related problems in performance due to
conflict situation between team members. Resistance is the action taken by the people that the
action being taken would occur as a threat towards them. Lack of response from workers may be
the major barrier for Dr Martens. For having the highest position, the workers have dreaded to
converse with their leaders and they have to do fine within company (Norton et al., 2014).
Leaders should be helpful with their workers as they divide their thinks and values for the
company. Sometimes, the team members have to dominate other workers in the similar working
surroundings. This type of activity may disturb the workflow and production of the company.
However, leader has to skill and trains their workers to decrease the failure chance.
Contingency theory would support the leaders to deal with this conflict situation. The leaders at
Dr Martens also fulfill the main motive of contingency theory as they easily resolved the conflict
situation (Mahembe and Engelbrecht, 2014). This theory emphasizes on the performance of
employees as they may work effectively to make their connection strong. However, the company
may be beneficial in the process of change.
Conclusion
From this case study, it has concluded that organisational behaviour of Dr Martens has effected
by power, culture and politics. It is evident that the company has faced the changed with the
relocation of Dr Marten’s central office from Northampton, the site of original shoe factor
towards the region of London. Several theories and models are applied to assess the
organisational behaviour. From the case study, it would be cited that employee’s performances

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might be increased by giving them several rewards and respects. This case also emphasizes on
the efficient use of motivational theories.

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