Marks and Spencer: An In-depth Organisational Behaviour Report

This report provides an analysis of organizational behavior, using Marks and Spencer as a case study. It begins with an introduction to organizational behavior and then explores the company's organizational culture, including different types like role and power cultures. The report then delves into organizational motivation, discussing content theories like Maslow's Hierarchy of Needs and process theories such as Expectancy Theory, both in the context of Marks and Spencer. Maslow's theory is examined through its levels of needs (psychological, safety), while Expectancy Theory is analyzed through its components of expectancy and instrumentality, highlighting how Marks and Spencer can apply these concepts to motivate employees effectively. The report concludes with references to the sources used.

Organisational Behaviour

 Introduction
 Organisational culture
 Organisational motivation
 References
Table of Contents

Organization Behaviour is the study of you human behaviour is phenomena of studying human behaviour in respect of
the job rules which they are performing on behalf of organization in which they are working. The behaviour of an
individual is studied in order to seek knowledge about performance of company and it’s achievements. This
assignment is based on Marks and Spencer which is British multinational clothing retailer. Marks and Spencer was
founded in 1884 by Michelle marks and Thomas Spencer.
Introduction

It is a guide provided to the personals and other members of an organisation in order to manage and influence their
behaviour while working in company. It includes number of factors such as rules, values, norms, philosophies and
expectations of management from their workforce. There are different types of organisational culture which are as
follows.
 Role culture- this is a culture where roles and responsibilities are are divided and assigned to the individuals by
the superiors according to their expertise and specialisations.
 Power culture- in this culture all the powers in an organisation stays with one or two persons who are at higher
level. The power means in your hands and all the controls and decisions are taken by the superiors (Bakotić, D.,
2016).
Organisational Culture

Motivation is a procedure of enhancing the moral of employees and encouraging them to work with the full potential
and abilities in company for attaining organisational goals and objectives effectively and in given time frame.
Motivation plays a very important role in increasing the performance level of an individual and making them work
appropriately according to the needs of company. Motivation is classified into two broad categories and can be e
explain by 2 two different theories. One is known as content theory of motivation which is the earliest tool came into
market and determined by marketers for increasing staff members. This theory also has four different theories given
by different authors and researchers which are Maslow’s need hierarchy theory, ERG theory, Herzberg's two factor
theory and McClelland's needs of achievement theory. The second motivational theory is process theories which
focuses on how the individual behave for fulfilling their personal needs and satisfying themselves. It also comprises
four different theories which are expectancy theory, equity theory, reinforcement theory and goal setting theory
(Bester, J., Stander, M. W. and Van Zyl, L. E., 2015).
Organisational motivation

In case of marks and Spencer Maslow's need hierarchy theory is selected from content theories and expectancy theory is selected from
process theories. Both of these theories are explained in context of marks and Spencer in next section.
Maslow's need hierarchy theory
 The need hierarchy theory which was given by Maslow is the oldest and most commonly used motivational technique by the
management of an organisation. This theory concentrate on understanding and discovering the basic needs of people who are
working with the company. It has five different levels showing five types of requirements or needs of a person. All these stages
helps in having thorough understanding of this theory.
 Psychological needs are the most basic needs of an individual in which food shelter and water comes. Every individual has the
very basic need of earning their livelihood and having a basic house with food and water facilities.
 Safety needs arises once psychological needs are fulfilled as it is assumed that once a need which is fulfilled never becomes a
motivating factor for individual again. Safety needs highlights requirement of individual to work in a safe and healthy
environment. The factor which can motivate them is job security and freedom from any threats while working.
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Expectancy theory
The concept of expectancy theory was given by Victor H. Vroom and explain with the help of three elements. All these three elements
are explained in the next section in context of Marks and Spencer.
 Expectancy is a belief that efforts which an employee puts in performing their job roles for the company will provide them desired
level of performance. All these efforts and actions which an individual undertakes are based on their skill sets, talents, abilities,
background and experiences of past. Each individual have different expectations and confidence about their capabilities according
to which they desire for a particular outcome. Marks and Spencer leaders or managers have to gain knowledge about these levels
of performances of an individual in order to make use of their abilities effectively and assign them appropriate job role which can
help them in motivating employees as they get their desired outcomes.
 Instrumentality concept is based on the employees assumption at once they reach to a desired outcome they will be rewarded for
their performance. Therefore the management or the leaders of marks and Spencer role here is to appreciate the efforts made by
employees for making the company effective by performing their respective job roles efficiently (Boddy, C. R., 2015).
Continue…

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Elsmore, P., 2017. Organisational Culture: Organisational Change?: Organisational Change?. Routledge.
Fein, E. C. and et. al., 2015. Considering the gap between Implicit Leadership Theories and expectations of actual
leader behaviour: A three-study investigation of leadership beliefs in Romania. JEEMS Journal of East European
Management Studies. 20(1). pp.68-87.
References

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