Organisational Behaviour Report: M&S Culture, Motivation, and Teams

This report provides a comprehensive analysis of organisational behaviour, focusing on the impact of culture, politics, and power on individual and team performance within the context of Marks & Spencer. It examines how organisational culture, influenced by factors such as Hofstede's cultural dimensions, shapes employee behaviour and contributes to the company's overall success. The report evaluates content and process theories of motivation, including Maslow's hierarchy of needs and Herzberg's two-factor theory, to assess their effectiveness in achieving organisational goals. Furthermore, it explores the characteristics of effective teams, analysing relevant team and group development theories. The report also applies concepts of organisational behaviour to a business situation, evaluating how these concepts inform and influence behaviour within the organisation. The analysis highlights the importance of understanding human behaviour, motivation strategies, and fostering cooperation within teams to enhance organisational performance and achieve long-term goals. The report also discusses the impact of organizational politics on the company's performance, effectiveness, and brand image.

Organisational Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
LO 1.................................................................................................................................................1
Examine how an organisation’s culture, politics and power influence individual and team
behaviour and performance....................................................................................................1
Critically Analyse how the culture, politics and power of an organisation can influence
individual and team behaviour and performance...................................................................4
LO 2.................................................................................................................................................4
Evaluate how content and process theories of motivation enable effective achievement of
goals in Marks and Spencer....................................................................................................4
Critically Evaluate how to influence the behaviour of others through the effective application
of behavioural motivational theories, concepts and models...................................................7
LO 3.................................................................................................................................................8
Explain what makes an effective team as opposed to an ineffective team.............................8
Analyse relevant team and group development theories to support the development of
cooperation within effective teams.......................................................................................12
LO 4...............................................................................................................................................12
Apply concepts and philosophies of organisational behaviour within an organisational context
and given business situation.................................................................................................12
Evaluate how concepts and philosophies of OB inform and influence behaviour within a given
business situation..................................................................................................................13
CONCLUSION..............................................................................................................................14
References:.....................................................................................................................................15

INTRODUCTION
The concept of the organisational behaviour is giving more importance in the present
market scenario because examination of the organisational behaviour assists a business to
interfere with the human behaviour and the organisational culture. Hence, Organisation
behaviour determine the stableness and progression of an organisation by identifying the
behavioural aspect of an individual and team (Wood and et. Al, 2019). Following assignment
throw light on how the cultural, political and power impact upon the an individual and a team
performance within a firm. Mark & Spencer is a renowned name in the retail industry around the
world, they have wide operations across the globe, hence organisational behaviour could impact
their operational working. Study of organisation behaviour is important because it helps a
business for understanding human behaviour which help them to determine motivation strategy
to an individual or a team and to identifying the measure to develop essence of cooperation and
coordination between the team and individuals.
LO 1
Examine how an organisation’s culture, politics and power influence individual and team
behaviour and performance
Employees are the image of an organisation, positive influence of the culture, politics and
power of Marks and Spencer on individual and team behaviour and performance can serve the
company with success, long term growth and competitive advantage.
Organisation's culture: organisation culture is the structure of rational values, assumptions,
beliefs which influence the behaviour of the employees of organisation. Culture of every
organisation is unique which outlines the attributes, objectives and goals of the organisation to
the employee's. Organisation's culture form limit for employee's behaviour inside the workspace.
To shape unique organisation culture M&S incorporated Hofstede's culture dimension model for
success and better performance of organisation.
Hofstede's culture dimension model
This model works in framework of cross culture differences and how their values
influence the behaviour of employees in the work environment. Hofstede's model has six
dimensions:
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 Power Distance Index: PDI is the level of inequity and power accepted by people.
Higher PDI level means people accepts the unequal power system and respect the
authority over them. Lower PDI level is society is not accepting gap between the powers
of individual. In M&S PDI score is high as employee's respect their roles and
responsibilities for effective outcome to firm (Jacobs and Manzi, 2020). Collectivism vs. Individualism: The higher level is individualism, means individual
acknowledge self-care, self-reward and importance in gaining the personal goals. While
collectivism is the lower level where importance is given team work, team goals and to
team members. Marks and Spencer is on lower level as company follows principle of
team work and wellbeing of team. Uncertainty Avoidance Index: This dimension is about level of dealing with uncertain
and unmapped condition. Higher level indicates the lower endurance power while lower
level indicates higher endurance power for risk, ambiguity and uncertainty. M&S has low
uncertainty avoidance index as the company is coping well with the uncertainty of culture
in different countries. Femininity vs. Masculinity: This dimension comes with thought process of society in
accordance to attributes of sexuality and behaviour. Masculinity has characteristics like
tough, concentrated and money maker while femininity has quality like tender, fluid,
value makers and modest. M&S should have high femininity factor in the firm because of
design of clothes and board should also have high femininity ratio. Short-Term vs. Long-Term Orientation: Short term focuses on short time period
success, growth and survival while long term focuses on long period success, growth and
persistence. M&S has Long term oriented culture which focuses on satisfaction in
achieving the long term goals of the firm and stability in the market of UK. Restraint vs. Indulgence: Indulgence is the satisfaction enjoyment of life and joy without
any social norms while restraint is opposite to this social norm are required for the
satisfaction. Restraint culture dimension is more in Marks and Spencer because it is a
multinational company with varied society norms.
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Organisation's Power
Power is the responsibility and ability to influence the person's behaviour to make them
do what persons want. Organisational power is ability to influence the behaviour and actions of
the employee's in the firm. Organisation power assist the employees to work with high
performance and employees are more goal-oriented (Muchiri, Shahid and Ayoko, 2019). The
various organisation's power is discussed underneath:
 Legitimate Power: This power is the formal power comes with the position in
organisation given by the members of organisation. This legal power has authority
over the behaviour of individuals and team towards achieving the goals and objective
of the firm. This power gives overall direction to the employees of the firm to achieve
the goal.
 Coercive Power: Coercive power comes when leader threatens someone by
conveying the fear of losing job, salary cut-off, demotion, low performance review
etc. This power is come into existence when organisation wants to improve
employee's performance, bring innovation or to meet the goals of organisation.
 Reward Power: Reward power is ability of leader of rewarding a someone for its
compliance. In an organisation this power is in form of bonus, appraisal, promotion
etc. The employee's feel this power as blessing rather than a power. This reward
power is a motivating force to employees to achieve the reward (Forssell, 2020).
Hence, Marks and Spencer enforcement of reward power has the most positive and
strengthen influence on the employee’s behaviour and performance. With this power M&S
motivates their employee's, foster the innovation and creativity, bring healthy competition in
firm and joyousness in team to draw the reward. Thus, Organisation's power influence the
behaviour of the employees of M&S to foster their productivity.
Organisational Politics
Politics is now become the part and parcel of every organisation. Politics exists in every
organisation due to the different interests of employee's in firm. Organisational politics is the
behaviour of employee's on company's interest and other employee's activity (Beatty and et. al.,
2019). Organisation's politics negatively influence the behaviour of the individual and team
towards the organisation. Politics and power go hand in hand, employee indulged in
organisation's politics feels the power to make difference in firms’ decision making. In context
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with Marks and Spencer the organisational politics can affect the company's performance,
effectiveness and can harm the brand image of the firm. Politics between the team and individual
in M&S will influence the behaviour of the employees because of which unity will be lacked,
miscommunication in employees will arise, Quality and quantity of work will be reduced,
manipulative decision making, morale of employees are faded. But, organisational politics can
also have positive impact on organisation's like Marks and Spencer such as: distribution of work
in different team with similar interests, competition creates more efficiency and output in work,
debate in groups bring better decision making, confidentiality is maintained in the group (Miao
and et. al., 2020). Therefore, organisation politics can have more bad impact managers of M&S
should be skilled in managing the organisation safely and effectively for motivating the
employee's behaviour and performance to accomplish goals.
Critically Analyse how the culture, politics and power of an organisation can influence
individual and team behaviour and performance
It is critically evaluated that the organisational culture, power and politics always have an
effective influence on the behaviour and performance of the individual and team. Hofstede's
cultural-difference model proved to be effective in determining that M&S organisational culture
has flourishing impact on the behaviour of the team and individuals. The M&S organisational
politics is adversely affecting the performance of the members and also providing them with
unfair and unethical powers that is reflecting in the performance and behaviour of individual and
teams of M&S.
LO 2
Evaluate how content and process theories of motivation enable effective achievement of goals
in Marks and Spencer
Motivation is the driving force that enables the achievement of goals, aims, objectives,
needs and wants of the person. In organisational behaviour motivation outlines the goal oriented
behaviour of the person. For example, Marks & Spencer use various motivational theories to
motivate and direct its employees towards the common goals of the organisation. The two
motivational theories adapted by M&S are:
Content theory: content theory is the need theory which focuses on the needs and wants of the
employee which directs them to the motivation to fulfil those needs. Thus, content theory
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outlines WHAT motivates a person. In context of Marks and Spencer, company uses content
theories to identify the methods to motivate its employees which good benefit the benefit the
firm in high performance and productivity (Maio and et. al., 2020). The two content theories are:
 Maslow's hierarchy of needs: This theory explains that human is motivated by the needs
are fulfilled. Maslow's defines the theory in 5 basic categories where satisfaction of lower
needs motivates the person to pursue the higher needs. In context of M&S the Maslow’s
pyramid of 5 basic needs are:
Physiological needs: This includes food, shelter, sleep, water, air etc. basic human necessities
for the survival. This is the lowest and most dominant of all other needs. Satisfaction of these
needs in employees of M&S will motivate them to achieve upper level needs because without
fulfilment of Physiological needs employees mind and body cannot operate.
Safety needs: Security and safety include the health, financial safety, personal security, job
security etc. M&S is concerned in providing the health and wellbeing safety and security
regarding job to motivate the employees to achieve goals (Alasad, 2020).
Social needs: A person is never fully satisfied with above two needs without the fulfilment of
social needs that is love and belongingness. M&S satisfy the social needs of the employees by
making internal social groups.
Self-Esteem: Respect, appreciation, valued are the self-esteem needs of the person. Employees
of an organisation are motivated if their work is appreciated and valued by the higher authority.
M&S reward and recognition strategy to satisfy the employees self-esteem needs is highly
popular.
Self-actualization: The person is motivated to satisfy this need after the fulfilment of all the
other needs. Self-actualization is desire to grow and develop skills. M&S conduct training and
development programmes for the employees to feel motivated and highly skilled.
Advantage Disadvantage
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The merit of this theory is it completely
understand the factors for human behaviour
and motivation. M&S will adoption of this
theory is benefited with self-actualized
employees who work with their full potential
due to high satisfaction of needs.
The demerit of this theory is that it is very
difficult to measure because needs are in
hierarchy format and it is difficult to
understand the mind of human to analyse that
employee of M&S at which stage of hierarchy
of needs.
 Herzberg- Two factor theory: The theory is categorized into two factors hygiene factors
and motivating factors. In organisation for example M&S focuses on employee is not
dissatisfied in hygiene factor and employee’s job satisfaction and motivation for the high
performance is accomplished by implementation of this theory.
Hygiene factors: Salary, working environment, safety and security at the M&S workspace can
demotivate and dissatisfy the employees because of which company's performance and growth
can be hindered. Hence, interpersonal relationship, company's policy, salary should be improved
by M&S to lower the level of dissatisfaction among employee's (Omar, Jayasingam and Bakar,
2019).
Motivation factor: Training and development, personal growth, job satisfaction are factors that
motivate the employee resulting in high performance and growth to M&S. Hence, advancement,
recognition, appreciation, rewards are the job satisfaction factors to motivate the employees of
M&S to achieve the maximize the relief and minimize the pain (Effron and Raj, 2020).
Advantage Disadvantage
The advantage of this theory is it motivate
employee from core for long term. M&S can
benefit from this theory by providing
appropriate training and development which
will result in effective performance and
growth. This will also help M&S to keep
working environment clean and safe.
The biggest drawback of this theory is job
satisfaction of employees with hygiene and
motivation factor doesn't compulsory lead to
high productivity to M&S. The theory is also
subjective because for every employee
definition of job satisfaction is different.
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Process theory: Process theory is about How the behaviour of human is motivated. In this
theory process of employees to be motivated in achieving the goals of M&S is examined. The
process theory consists below mentioned two theories:
 Vroom's Expectancy theory: Expectancy theory of victor rationale that the motivation
and productivity in employees arise when they expect or believe that their hard work and
efforts will result in positive outcome. This theory also focuses on the people's choices
among the alternatives they have. Accordance to this theory motivation in employee of
M&S to engross in activities is observed by three critical factors: Expectancy-believing
higher efforts leads to higher success, Instrumentality- believe that high performance will
be rewarded and, Valence-value of reward or result of success to the person (Ahmad and
et. al., 2020). Multiplication these factors gives the motivation to the employees of the
M&S to achieve the desired goals and outcomes, Therefore Manager of M&S apply this
theory by rewarding and granting valuable appraisal in the working environment to
consistently motivate the employee's and teams to work more hard with efficiency.
Advantages Disadvantages
The Vroom's expectancy theory is based on the
fact that satisfaction is correlated with
motivation and expectation motivates the
employees to work with more energy and
efforts thus giving M&S advantage of
productivity and benefit of rewards, pay-off
etc. to employees.
The disadvantage of this theory is it breakdown
the employee’s motivation if their expectation
are not meet with the provided reward or
incentive. The theory lacks without the reward
or incentive this sometime give disadvantage to
M&S in investing more capital in rewards and
other valance.
Evaluation
Thus, the above motivational theories encourage the M&S employees to be motivated to
do higher efforts for achieving the goals of the firm when they believe they will have rewarded
for their work in yearend (Barbaranelli and et. al., 2019). The assistance these theories in M
&S helps them to ensure friendly and healthy working environment for employees to enhance
their work quality and quality that at end lead to achievement of goals of the organisation.
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Critically Evaluate how to influence the behaviour of others through the effective application of
behavioural motivational theories, concepts and models
It is critically evaluated that the behaviour of human is shaped with the influencing
factors like motivation. It is analysed from above Maslow's theory of needs that when employees
are empowered to take decisions they are motivated and feel the sense of self-esteem which is
observed in their creative and productive work for Marks and Spencer. Herzberg's theory
provides the satisfaction of job to the employees related to hygiene and motivation factors which
motivate to maintain their performance towards the firm. The Vroom's theory builds the
expectation in employees which in turn builds high motivation to achieve those rewards.
LO 3
Explain what makes an effective team as opposed to an ineffective team.
The success of every organisation are on the shoulder on the specific team working in a
organisation to achieve strategic organisational goals. A team is a group of people combined at
M&S for doing a specific job on a particular period of time. In a team, all member are
interdependent to do their task. For instance, M&S has project team who is obligatory to perform
product design and new product development. On the basis of the performance outcomes, teams
are divided into two segment at M&S i.e. effective team and ineffective team.
 Effective team
An effective team is one who contributes more in the success of achieving strategical
goals of M&S. This is because an effective team is one who has firm commitment with the
organisational goal and they deliver outstanding result every time because every single person in
a team is ready to be accountable for delivered results. Therefore, it has been identified that
every effective team at M&S must have feeling of cooperation and every member should be unit
with the identical vision. Every effort of an effective team turns to be productive results for the
M&S. Following are the characteristics of an effective team-
 An effective team has collaboration spirit; this is because while working in a team there
must be need of mind-set that foundation of success can be leveraged with whole team
goals. Hence, a united trait is being shared in every effective team. Collaboration spirit
built with the trust, respect and support (Anwar and et. al., 2020).
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 An effective working team accept their responsibility as an individual, hence a productive
teams have sense of mutual accountability for their role at M&S, they did not blame other
member for the failure and mistake
Ineffective team
An ineffective is one at M&S who is always struggling to perform their job and build on
foundation of instability, lack of trust and not giving proper attention to the results. Meeting of
the ineffective team are boring or full of conflict because of putting themselves as a supreme in
the meeting. Moreover, a dysfunctional team creates encourages mediocrity at the work place.
Therefore, an effective can be turn into an ineffective or dysfunctional team when there is
lack of felling of cooperation spirit, trust on team member, low accountability to role and finding
the way to avoid spending time together. Thus, manager at the M&S are keen to develop a
feeling of cooperation between the effective team for eliminating the chances of turning effective
team into an ineffective team. Team development theory are useful for developing effective
collaboration among the member.
Difference between effective team and ineffective team
Basis Effective team Ineffective team
Goals and objectives In the effective team there is the
clarity of goals and objective are well
understood by the members of the
team in M&S.
The goals of the team are complex
and fluctuating often therefore
objectives are not ell understood
by the member of team in M&S.
Leadership The effective team in M&S has
democratic leadership where the
leaders duly involve it members in
decision making and does not
dominate its power as leader on
others
In ineffective team of M&S the
leader feels it authority on other
members and dominate the
decisions on other and take
unrealistic decisions.
Tuckman team development theory
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Tuckman team development theory are more useful in account of team development and
effective collaboration at the workplace. Tuckman team development theory has 5 stages and
every step leads a critical role in developing an effective team at M&S.
Stage 1: Forming
Forming stage is an initial stage in team development theory in which leader at M&S
accumulated the team and assigned the task. Forming stage can be imagined as going on out on
first date, because in this phase team is just intruded and every member are polite and pleasant to
each other. In this stage members are curious and excited for the new task at M&S. Member
discuss and appreciate other member strengths and they respect leader as a authority. In this
phase team leader of M&S introduce the role of project development team in developing new
product design and improving current product (Hadi, Abdullah and Atshan, 2019).
Stage 2: Storming
In the storming stage, members tend to know more about an individual capability and
project reality and its weight age on completion of the task. The feeling of politeness and
excitement in initial stage are having likely worn off, there may be chances of the personality
clashes because of disagreement on the working style. Thus there might be chances of the rise of
conflict in a team, and it is natural in team working. In this case, leader of M&S is accountable to
act as coach and guide to avoid the cause of conflict for regenerating the collaboration spirit.
Leaders of M&S are accountable to make role and responsibility of an individual in team clearly
to avoid the chances of feeling of overtake due to excessive workload.
Stage 3: Norming
In norming stage, member of the team is appreciating their team member strengths and
developing excellent product design at M&S. Storing stage sometimes overlap the norming
stage, this is because big decision is made by team member agreement and member of team are
trying to avoid the conflict with their past experience of disagreement. Member of team are
knowing each other and they ask and offer for help (Nazarian and et. al., 2020). In norming
phase, leader of M&S plays a vital role for developing the feelings of cooperation among the
members and team are more committed to the team goals and there is feeling of trust and support
in team working.
Stage 4: Performing
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In performing stage of Tuckman theory, member is enough confident and motivated to
perform their role for the accomplishment of team goals effectively. Team member of M&S are
familiar about their role in product designing and its improvement for offering quality of
product. Every member in performing stage are going to extra miles for them towards the final
goals. Leader use a short of reward strategy to motivate team to perform more productive.
Stage 5: Adjourning
Once the assigned project has accomplished, team are disbanding or adjourned. This is
mourned stage for the member, because they have developed a close relationship with each other
while working. Here team leader is responsible to help the team member to settle with this
difficult time, instead of mourning leader should argues the members to celebrate team
achievement (Cek and Eyupoglu, 2019).
Belbin's team role theory
An effective requires various types of members with varied personality to perform
different roles. Therefore, this theory is used to manage the effective team and to describe the
roles and responsibilities of the members of the effective team. Belbin has developed nine team
roles which are utilized by the M&S in building and managing the effective team to achieve their
objectives are discussed underneath: Monitor evaluator: The member who make decisions and judge on the basis of facts and
has rational and unbiased thinking without any feeling or instincts. Specialist: The team member that is knowledgeable and skilled in particular area of
speciality and serve as expert in that field. Plant: A most innovative and creative member who suggest new ideas and methods to
conduct a work. They are free thinkers with no boundaries. Shaper: As the name suggest they are moulding element of the team who are extrovert
and pushes everyone in to achieve results. Implementer: these are the people who organises the others in team and make the ideas
and plans realistic by practically implementing it to achieve goals. Finisher: the member who checks and oversee the end process for quality and quantity to
avoid any error at end. Coordinator: the members with effective communication skills that maintain the
interpersonal relationship between the members for smooth flow in team.
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 Team Worker: Team workers are the flexible and good listeners that bind the team
together for its effectiveness and are mild and calm in nature.
 Resource Investigator: The member who has excellent networking skills to look for
opportunities and the external resources in the market for the new development by team
members.
Hence, all the above team role of will benefit the M&S in structuring the effective team for the
organisation and to recognise the talents of the employees as per these roles to assign them their
duties.
Analyse relevant team and group development theories to support the development of
cooperation within effective teams
It is critically analysed that the M&S needs the productive and profitable team for its
organisation. This is fulfilled using the effective team for the M&S. The effective team will give
the employees of Marks and Spencer a transparency and clarity of objective along with the
appropriate leadership. The Tuckman's theory will help the M&S in building an effective team
with appropriate sorting of members as per their roles and also resolve the disputes in team to
incresase performance and productivity. Likewise, Belbin's team role theory will help in
managing the effective team and assigning the the duties and responsibilities as per the nine roles
of the team members.
LO 4
Apply concepts and philosophies of organisational behaviour within an organisational context
and given business situation.
Organisational behaviour is a multidisciplinary that examine the human behaviour,
attitude and motivation at the workplace. Organisation behaviour mainly focuses on the three
aspect that are individual, groups and team and organisation. In context to M&S, Organisational
behaviour study allows them to improve organisational potency and quality of life at work. It has
been found that Organisational behaviour model helps M&S to predict and control human
behaviour at the workplace by understanding the impact of job performance, leadership style,
communication and motivation on the employees of M&S. In this sense, path goal theory is
applied within the M&S context.
Path Goal Theory
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Path goal theory is a model based on specific leadership style or behaviour that best suit
to the employees and working culture to achieve strategical business goals. Path goal theory
focuses on how leaders motivate their people in achieving the goals. The primary goal behind
adoption of path goal theory is to empower employee, motiving them so they become productive
contributor for the M&S.
Leader's behaviour style in path goal theory at M&S
Directive- In directive, leader provide guideline and inform the team and employees what is
expected from them under the assigned responsibility. In directive, leader of M&S are
accountable for the delegation of task, providing guideline and direction of work and scheduling
work as per the expectations (Tsay and et. al., 2020). For instance, in the business situation of
Marks and Spencer where new employees are hired for the particular job, the directive leader is
required to accomplish new task on time and to direct them regarding their roles and expectation
of organisation.
Supportive- In this style, leader is friendly to its subordinate at M&S and they are showing
concern for the welfare and needs of the subordinate. Leader at M&S have strong contact with
each member. For instance, whenever a tough task is assigned to employee in Marks and
Spencer, the supportive leader may support their subordinate in accomplishment of task by
guiding and directing them in order to avoid overwhelmed workload and work frustration.
Participative – When the employee and team are highly experienced and trained to perform
outstanding, leader seeks their opinion and suggestion and allow them to participate in the
decision making process. For instance, during the situation when employees are low in self-
esteem at M&S, then participative leader allow employees to participate in decision making
process, that will make them feel motivated and valuable in the organisation, this will further
motivate other to perform productive.
Achievement oriented – In this level, leader at M&S set challenging goals for subordinate and
expecting from their employees to work as per need and go to extra mile for achieving set goals.
In this approach, leader built future leader by motivating them and building confidence in
employees that would be last for future course too (Curcija, Breakey and Driml, 2019). For
instance, when in M&S the situations are challenging when the targets are more complex and
vague, in this case Achievement oriented leaders are accountable to help subordinate to explore
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their hidden skills by a way of rewards & recognition strategy and leverage confidence on
individual’s capability for the accomplishment of targets.
Evaluate how concepts and philosophies of OB inform and influence behaviour within a given
business situation
It is evaluated that the philosophies of the organisational behaviour must provide the
organisation like Marks and Spencer with the quality and encouraged employee's, team or
groups. The path goal theory is the relevant theory for Marks and Spencer to positively influence
the behaviour of team and individuals within the organisation. Leaders of Marks and Spencer
should choose the best leadership style as per the situation raised in the organisation that fits the
follower’s behaviour at that particular time for increasing effective performance and productivity
in their work.
CONCLUSION
As per the above discussion, it has been analysed that organisational behaviour study is
useful to study the human behaviour and organisational culture, politics and power factor.
Moreover, it has been concluded that understanding of human behaviour helps a firm to
determine their motivation strategy to motivate an individual and team at the work place.
Furthermore, it has been proposed that organisational behaviour helps in determining measure to
essence the feeling of cooperation among the effective team and an individual.
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