This report provides an analysis of organizational behaviour within the context of Marks and Spencer (M&S). It begins with an introduction to organizational behaviour, highlighting the challenges M&S faces, such as high staff turnover. The report then delves into the influence of organizational culture, politics, and power on employee behaviour, using Handy's model and Hofstede's cultural dimensions to analyze the organizational context. It examines different types of power within the organization, including legitimate, reward, expert, referent, and coercive power. Furthermore, the report explores motivation theories, including Herzberg's Two-Factor Theory, Maslow's Hierarchy of Needs, Adam's Equity Theory, and Vroom's Expectancy Theory, to understand how to motivate employees and improve team performance. The report also discusses Belbin's team roles and their application within M&S. Finally, it touches on the path-goal theory of leadership. The report concludes with a summary of the findings and references.