Comparative Analysis of Organizational Behaviour: M&S & Red Cross

This report provides an overview of the organizational behavior of Marks & Spencer and the British Red Cross. It examines their leadership styles, organizational cultures, and how they manage conflicts. The analysis reveals that Marks & Spencer employs situational leadership, while the British Red Cross uses democratic leadership. The report highlights issues such as work coordination problems at Marks & Spencer and financial and team involvement challenges at the British Red Cross. Recommendations include improving communication, promoting transparency, and providing regular feedback. The conclusion emphasizes the importance of aligning management practices with the specific culture and nature of each organization. The report also references key academic sources to support its findings.

Organisation and Behaviour

Organization overview
 Mark and Spenser: Organization was mainly established in year 1884 by Sir Michael
Marks. Company is considered as leading multinational retailer which services to
customers across the world. It provides cloths, home items and other retail items to its
clients at affordable rates. Company key purpose is to earn better profit and ensure about
customers’ needs satisfaction.

Contd…
 British Red Cross: It is a voluntary firm by nature and mainly focuses on worldwide
neutral and impartial humanitarian network called Red Cross. Company mainly considers
charity work so that better support can be offered to citizens. Company is highly involved
in campaigns of discrimination control, ethnic promotion, etc.

Practices
 Conflict: Every business firm has some issues which impacts the overall outcome and
practice. It is necessary for businesses to have better promotion of standards to resolve
issues.
 Organizational Culture: It encompasses values and behaviours that "contribute to the
unique social and psychological environment of an organization.
 Leadership: It is a practice that allows manager to lead and guide people in appropriate
manner. With an assistance of this, overall practice of business firm can be promoted using
different abilities to have operations.

Practices and Impact in organizations
 Marks and Spenser: It has been noticed that company is mainly focused towards
situational leadership in order to have better operations. In this, top management take
decisions according to analysis of different situations. It improves the structural values
within Marks and Spenser.

Contd…
 Along with this, it has been witnessed that Marks and Spenser is having an issue regarding
work coordination which impacts the overall performance. It is necessary for business firm
to have better strategies in regard to coordination improvement. Work coordination issue
impacts the morale of individual. It also forces company to have continuous change in
structure.

Contd…
 British Red Cross: In order to have better operations the British Red Cross is focused
towards democratic leadership. By having a consideration of democratic values the
participative decisions are being taken from the management. It motivate individuals to
have effective participation in practice so that better results can be attained.

Contd…
 In volunteers and employees involvement is highly impressive. Company faces issues in
terms of finance and team involvement in practice. Work style of British Red Cross is
mainly dependent upon volunteers which creates improper consideration of standards.
Company is having high hierarchical structure that does not allow employee to have direct
communication.

Recommendation
There are different ways that can be employed by organizations for better practice such as:
 Improve communication among members
 Promotion of transparent working
 Close monitoring of leaders
 Provide regular basis feedbacks
 Coordination among members need to be advanced

Conclusion
 Every business firm has its own culture and management practice according to nature of
business
 Leadership allows to have better practice and work management in terms of sustainability
 Culture of business firm is dependent over work style so managers need to have decisions
accordingly.

References
 Griffin, R.W. and Moorhead, G., 2009. Organization Behavior, 9th Ed. Cengage Learning.
 Jelinek, S., 2010. The Impact of Management Practices and Organizational Structure on
Firm Performance. GRIN Verlag.
 Buchanan, A. D. and Huczynski, A. A., 2010. Organizational Behaviour. 7th ed. Pearson
Education, Limited.
 Lee, J. K.S. and Yu, K., 2014. Corporate culture and organizational performance. Journal
of Managerial Psychology. 19(4). pp.340 – 359.
 Tommy, Y. L., 2012. Quality culture: a product of motivation within organization.
Managerial Auditing Journal. 17(5). pp.272 – 276.
 Arrow, H., 2000. Small Groups as Complex Systems: Formation, Coordination,
Development, and Adaptation. SAGE Publications.