Organisational Behaviour Report: Analyzing M&S's Workplace Dynamics

This report provides a comprehensive analysis of organizational behaviour, focusing on the influence of culture, politics, and power within the context of Marks and Spencer. It examines how these factors impact individual and team performance, and explores various motivational theories and techniques to achieve organizational goals. The report also evaluates strategies for effective teamwork and cooperation, drawing on relevant team development theories. Furthermore, it applies organizational behaviour concepts and philosophies to a given business situation, assessing their positive and negative influences on workplace behaviour. The analysis includes a critical assessment of team development theories and organizational behaviour concepts that affect workplace behaviour, offering insights into how Marks and Spencer can improve its organizational dynamics. The report covers various aspects of organizational behaviour, including culture, politics, power, motivation, team dynamics, and their practical implications within a business context.

Organisational behaviour
Student’s Name:
Student’s ID:
Author’s Note:

Table of Contents
Introduction................................................................................................................. 3
1. Analyse the influence of culture, politics and power on the behaviour of others in
an organisational context............................................................................................4
1.1 Understanding how politics, culture and power can influence the organisational
team and individual performance and behaviour.....................................................4
1.2 Scrutinising critically that how corporate power, culture and politics can
influence the behaviour and competence of people and team................................5
1.3 Appraise analytically the link among motivation, politics, power and culture that
enables organisations and teams to subsists on the suggestion.............................6
2. Evaluate how to motivate individuals and teams to achieve a goal.........................7
2.1 Evaluation of how the motive and content motivational theories together with
motivational techniques can help in attaining the organisational goals...................7
2.2 Critical evaluation of the process of influencing the behaviours of others
through the application of behavioural theories, concepts and models.................10
3. Demonstrate an understanding of how to co-operate effectively with others........12
3.1 Demonstration about what allows a group to be expensive in comparison with
an ineffective team................................................................................................ 12
3.2 Examination of relevant team development theories to assist the development
of dynamic co-operation of team within the workplace..........................................13
4. Apply concepts and philosophies of organisational behaviour to a given business
situation.....................................................................................................................15
4.1 Application of OB framework on the contemporary scenario of the organisation
...............................................................................................................................15
4.2 Justification and evaluation of various concepts and philosophies and
assessing how they influence behaviour both positively and negatively...............17
4.3 Critical assessment and evaluation of team development theories and OB
concepts and philosophies that can affect the workplace behaviour.....................19
Conclusion................................................................................................................ 20
References................................................................................................................21
Page | 2

Introduction
Organisational behaviour is referred to an approach, on the basis of which both the
bustle and the recital of an individual indoors an organisation is restrained. The
context of the analysis itself obtains the significance within a business entity through
which behaviour of an individual in terms of workers can be examined within the
place of work. Correspondingly, the study helps to acknowledge the effectiveness of
organisational behaviour upon the job profile, work presentation, performance along
with the leadership (Hull Live, 2019). The contextual study of organisational
behaviour is associated with politics and power, which has always been acted as a
dominant influential factor over every organisation all over the world.
In this regard, the proper use of power is essential for the organisation to maintain its
sustainability as it helps to regulate the workplace and make proper use of the
working proficiencies of the staffs. Therefore, power ensures the proficiency,
regulation and integrity of the organisation. Instantaneously, organisational culture is
referred to a noteworthy facet that maintains ethics, principles and conventions that
governs the behaviour of an organisation (Tutor2u, 2019). Considering the context, a
comprehensive analysis regarding the scenario of Marks and Spencer which is a
renowned retail organisation in UK is carried out in the following study.
Figure: 1. Store of Marks and Spencer in United Kingdom
(Source: Hull Live, 2019)
Page | 3

1. Analyse the influence of culture, politics and power on the behaviour of
others in an organisational context
1.1 Understanding how politics, culture and power can influence the
organisational team and individual performance and behaviour
The phrase ‘Organisation Behaviour’ is denoted as an assortment of diversified
variables that provide assistance to every organisation for fulfilling the assorted goals
as well as objectives. Based on this, diversified variables of organisation behaviour
are also an effective approach that will help Marks and Spencer to achieve its
prophesied objectives along with organisational goals (Human Business, 2019).
Within this framework, theorises organisation’s ethos as a group of principles along
with beliefs, which contribute to form distinct behaviour shapes inside the
organisation (Coccia, 2015). Simultaneously, corporate culture is referred to a
manner on the basis of which, the employees inside the organisations can be
motivated towards their job role for accomplishing the firms’ quantified objectives. As
per Osland, Devine and Turner (2015), there are several variations of organisational
cultures that significantly influence the organisational proficiency but indifferently.
Thus, the “power culture” is considered as a major ethos which is determined by a
powerful administrative or a small group of people. This requires key sources of
energy, while “Role Culture” generates a very structured, healthy enterprise through
professional work specifics to modulate theoretically prominent positions of
employment (Kinicki and Fugate, 2017). The task culture is referred to a specific
community that is associated with the value of the corporation. Entities in this self-
same culture acquire sovereignty and authority over the culture. Finally, the “Person
Culture” is utilised in conformance with an organisational Structure to strengthen the
collective knowledge as well as experience along with skills in their subjective
professions. However, the person culture is more compatible with small
organisations that are on the co-ordination of a particular or group of leaders. A large
organisation with extensive management systems like marks and Spencer are not
structurally compatible with such cultures nor practice them. Nevertheless, Culture,
therefore, contributes a pivotal role in specifying organisational conduct.
Other than that, there is also a theoretical factor of strategy and power, which
manipulates the overall organisation. Power is painstaking as a fundamental feature
Page | 4

Different Types of Culture
Power Culture Role Culture Person Culture
that every individual in terms of people of the organisation needs (Natvig and Stark,
2016). An individual may have the accessibility to change the behaviour of the entire
business as well as to deport themselves in the way he or she wishes. In that case,
the goal is to ensure that they never make any changes into their behaviour thus
improving their organisational skill. The power in this aspect assists in managing the
Marks and Spencer’s operation system and in assessing the most significant way to
improve it. Culture, just in the other hand, act as a remarkable factor with
incorporating with the political aspects of the organisation (Alvesson and
Sveningsson, 2015). The purpose of evaluating the power and culture is to ensure
the development of most efficient organisational proficiency by maintaining
regulation and ethical standards within the organisational workplace. By effectively
arranging the organisational culture in resonance with power and politics an
proficient organisational behaviour can be generated that will be beneficial of the
growth of the company and the business.
Figure: 2. Different Types of Organisational Culture
(Source: Chumg et al., 2016)
1.2 Critically assessing how power, culture and politics can influence the
behaviour and competence of people and team
Power and politics play a significant role in deciding the growth, sustainability, as
well as continuing progress within the organisation. In this prospect, the shifts in
employment along with living through diverse societies can be observed due to the
nominal distance between the society and the culture; therefore, culture can also be
Page | 5

seen with playing essential roles as well. Both the politics and power are strappingly
associated to administration and conduct of organisational operations (Osland,
Devine and Turner, 2015). Based on this, such factors can either lead the Marks and
Spencer to fail or prosper. Without approaching the importance of these variables
within the organisation, it might be complicated for the organisation to influence their
diversified business entities and these variables are highly required inside the
corporation to operate it significantly. Correspondingly, politics can be put into action
in the same manner as an advantageous and harmful tradition. The exploitation of
politics depends on the manager and the administrators, who can make the co-
ordination of the political environment of the organisation (Van Knippenberg and
Hogg, 2018).
Inside Marks and Spencer, employees may feel the texture of insecurity regarding
their job profiles and operations because of the other employees, who are provided
the similar business rights as they are employed within a governmental enterprise
(Senaratne and Gunawardane, 2015). At all now, the employees are not always
expert in their fellow job role and thus, as a result, diversified wrong activities may
arise during the job, which impacts significantly not only upon the job profile and
motivation of the employees, but also the entire organisation may feel the same
incorrectness within their operation. The culture in this prospect plays an major as
the presence of too much diverse or complex can hinder the organisational
proficiency in significant manner.
These sympathetic circumstances only can arise, when the administrators of the
organisation utilise the policy in an erroneous way or misapplication process of the
dogma. Instantaneously, when operating interactions are justifiable amid
administrators and employees, they need to use the policy and the power aptly. For
example, the theoretical approach of corporation operations inside Marks and
Spencer may be triggered through implementing the influence of reward system and
integrating acceptable ideological methodologies (Spencer, 2018).
1.3 Analysing the relation between motivation, politics, power and culture that
enables organisations and teams to subsists on the suggestion
In accordance with the statement of Lester, (2013), the predictors amid motivation,
politics, power and culture have a perceptual relationship. In addition, correct
Page | 6

consideration and use of these exogenous variables help to improve the workplace
abilities throughout the company. Organisational policy seems to have a major
effectiveness on the corporate culture by lending a hand to raise the employee
ideologies to achieve promotional offers or helping to flog better infrastructure on the
premise of a proposal to improve its responsibilities or even the investments. Giving
control towards this viewpoint often deals with improvements and enables it also for
Marks and Spencer to adopt necessary rules in order to achieve goals, creating a
better working environment, which aims at improving skills. Therefore, alternation of
corporate culture is decidedly obligatory exclusively inside the workplace of M&S.
The incorporation of inspiration in this context always allows staffs in the future to
boost the productivity at workplace (Huczynski, Buchanan and Huczynski, 2013). In
this particular regard, the involvement of an optimal tradition enhances employee
skills in quite an inspirational stance. Therefore, it immaculately helps Marks and
Spencer to make progress concerning the organisational achievements at a
proportion by incorporating these prospective probabilities.
2. Evaluate how to motivate individuals and teams to achieve a goal
2.1 Evaluation of how the motive and content motivational theories together
with motivational techniques can help in attaining the organisational goals
The principle of encouragement serves as an influential factor to motivate employees
to accomplish the provided assignments consistently. The encouraging strategies
help to give focus on the inducement scheme and complete the assigned work of the
employees (Brissett, Sher and Smith, 2019). Below are some of Marks and
Spencer’s possible motivational theories.
I. Theory of Motivation by Pink: Analyse the basic needs of contemporaneous
business, Pink has developed an unassuming strategy, which only states the
basic requirements of officialdom.
Marks and Spencer should therefore address the underlying demands of
employees in order to galvanise them at employment (Russ, 2013). The
foregoing seems to be the key elements of the motivational theory presented
by Pink.
Page | 7

a) Autonomy: Pink claims that the ability to lead individual life needs to be
autonomous. Pink concluded that it goes against the conventional
administration perspective, where workers "conform" to what is demanded
from subordinates, to encourage workers’ independence (Leary, 2019). As an
example, it can be stated that if Marks and Spencer consent their employees
free time, it will motivate the employees to do their own things.
b) Purpose: Pink defines intent as the urge to do activities that are greater than
one. For instance, entrepreneurs are often encouraged by themselves to
“differentiate” but instead to maximize profits. In that case, for Marks and
Spencer, the managers should communicate to the employees regarding the
organisational goals and objectives in order to achieve the goal (Kearney,
2018). By optimising the approach, people within the workplace can be fitted
into the adequate role.
c) Mastery: Pink defines mastery as attempting to improve constantly on
something substantial. On the basis of that, people find the enjoyment as well
as satisfaction through their personal advancement and accomplishment. The
same thing matters for the people inside the workplace. Workers should have
the sagacity of progress towards the job role, which will subsidise to their
innermost drive (Lăzăroiu, 2015). Based on the “Goldilocks Tasks”
established by Pink himself, employees of every organisation including Marks
and Spencer should be offered diversified tasks those will be neither simple
nor exceedingly complex.
Figure: 3. Motivation Theory of Pink
(Source: Tutor2u, 2019)
Page | 8

II. Motivation Theory of Herzberg: The motivation of theory of Herzberg is
termed by several names such as the “Two factor theory of motivation or
Hygiene theory. As per this theory the organisational behaviour is defined by
two variables such as motivational factors and hygiene factors. The lack of
hygiene factors cause dissatisfaction and the motivation factors drives the
motivation on the workers that fosters proficiency. Therefore, consideration of
motivational factors such as employee retention, remuneration and effective
leadership must be evaluated by Marks and Spencer. Simultaneously, the
organisation also has to maintain the credibility of hygiene factors such as
discipline, co-ordination, positive workplace environment and security to
sustain the motivation within the staffs.
Figure: 4. Herzberg’s Two Factor Theory of Motivation
(Source: Human Business, 2019)
The Assumption of Herzberg points out that people quite often attempt to comply
with the requirements of hygiene because discontentment boosts without those
hygiene factors. In order to increase workers’ effectiveness, M&S should consider
hygiene determinants into the workplace (Lăzăroiu, 2015). Four potentiality different
scenarios are entirely contingent on Herzberg’s hygienic or motivation theory as well
as the elements of motivation factor and hygiene factors are interconnected with
each other those are also needed to be monitored by Marks and Spencer.
Page | 9

High
I. Few complaints are
situated, but motivation is
unavailable.
II. Works are only done to
increase profitability.
I. The situation is ideal
II. Workers are
excessively motivated.
III. Numbers of
complaints are scarce.
Low
I. Situation is exceedingly
poor.
II. Motivation is unobtainable
amid the employees
I. Complains are still
situated even after
being motivated.
II. Salary and
environment are not as
good as the job profile.
Low High
Table: 1. Alliance between Hygiene Factor and Motivation Factors
(Source: Human Business, 2019)
The organizational behaviour of Marks and Spencer will be significantly enhanced by
implementing situational conjectures or principles in organizational practical terms.
2.2 Critical evaluation of the process of influencing the behaviours of others
through the application of behavioural theories, concepts and models
Over the years, organization’s working methods and functionalities have been
explored in different approaches and paradigms (Morgenroth, Ryan and Peters,
2015). The stated description gives a closer insight into the adverse effect of
management protocols on the behaviour of groups of people and resources in order
to accomplish the organizational objectives of Marks and Spencer.
Page | 10
Hygiene
Motivation

Figure: 5. Managerial Roles within a Workplace
(Source: Chinomona, Dhurup and Joubert, 2017)
Two prospective parameters, including the practitioners and sociologists, can also be
divided into several management theories. Within this context, Taylor and Fayol
appear to apply the concepts under the first guidelines. Such assumptions reflect the
philosophy of corporate management practices and potential members that promote
the achievement of corporate performance (Selamat, Nordin and Fook, 2017). From
the other side, scientists and researchers including Mayo and McGregor concentrate
on the human behaviours, which typically comprise of constructive problems,
employment conditions and people’s individual perceptions.
There are several other ideas which contribute significantly in the above respect, for
example:
I. X and Y cosmology of Douglas McGregor
X Cosmology Y Cosmology
The X definition reflects the case
where workers dislike the job and
continue to avoid responsibility from
the offered job profile in the absence
of an inner order (Russ, 2013). Marks
and Spencer require this supposition
to persist prudish.
The Y phenomenon is the
advantageous crux of human nature.
Whenever the organization gives people
the responsibility to regulate them in the
workers, executives get to be
imaginative (Lester, 2013). Marks and
Spencer must make the company more
creative according to the above
Page | 11

principle.
Figure: 6. Douglas McGregor’s Theory of X and Y
(Source: Chumg et al., 2016)
II. Classical Theory of Fayol: Empirical research helps to increase strategic
effectiveness tracking. Science management via the opportunity to inspire people in
their regular work, Taylor disciplined workers (Russ, 2013).
a) Interpersonal Relationship Stance: This hypothesis offers performance-
based incentives for ensuring prosperous inspiration.
b) Scientific Supervision: Empirical research helps to increase leadership
effectiveness tracking (Lăzăroiu, 2015). Science management. Via the
opportunity to inspire people in their regular work, Taylor disciplined workers.
3. Demonstrate an understanding of how to co-operate effectively with others
3.1 Demonstration about what allows an effective team to be expensive in
comparison with an ineffective team
Efficacious teams seem to be both essential and indispensable in all organizations,
including M&S. Although, the organisational structure of M7S is efficiently arranged
and co-ordinated the presence of inadequacy within the professions of the assigned
teams can make significant hindrances (Chinomona, Dhurup and Joubert, 2017).
Organizations with specific skills and patterns of behaviour within a team can
adversely affect the organisational performance and growth extensively.
Page | 12

The adequate team arrangement facilitates the alliance of effectiveness,
coordination, cooperation, expertise and foresight for new people and the composite
outcome for Marks and Spencer. Also, when coordinated at the maximum level,
some internally and externally elements are possible and very unfortunately
unacceptable for individual teams. The accompanying factors may facilitate a
balanced team those are as follows:
I. Communication: In the context of M&S, decent coordination in the team is
critically important (Natvig and Stark, 2016). Outstanding social interaction is
a valuable resource for increasing performance, but also for developing strong
operational interactions at all levels of an organization.
II. Flexibility: Many corporations understand the enormous advantage of
workplace flexibility. It is starting to happen in contemporaneous international
business sector, with companies and consumers communicating with multiple
companies (Chinomona, Dhurup and Joubert, 2017). Throughout M&S,
workers from culturally inhospitable environments are incorporated into
respective jobs and are therefore considerably different.
III. Leadership: The size and the preordained structure of a team can influence
the organisation’s cherished procedures and results. For any businesses the
optimal level depends solely on group targets, it also depends on competition
(Coccia, 2015). Having effective leadership within the company can ensure
that the group members get the expertise needed to achieve the aims of the
team defensively.
A team with presence of such potential variables will be able to maintain their
credibility much more efficiently and have a potent effectiveness compared to an
ineffective team. By maintaining good communication, flexibility and fostering
leadership an effective team can elevate the proficiency more significantly whereas
an ineffective team will struggle with fundamental requirements of the organisation
and more likely to degrade the performance.
3.2 Examination of relevant team development theories to assist the
development of dynamic co-operation of team within the workplace
Throughout the feasibility study of M&S the incorporation of team growth is important
partly since it tends to foster competitive collaboration. In these ways, the "Tuckman
Page | 13

Development Model" across combination with both the "Belbin Group Policy
Archetypal" is an effective community or organisation management philosophy.
The development model of Tuckman demonstrates how interactions are formed
while the group builds both complexity and ability. The Tuckman model of
development consists of four predominant steps such as formation, storming,
standardization and performance (Osland, Devine and Turner, 2015). The preceding
hypothesis is often alluded to as the point of origin of the advancement of
professional teams. In the framework of M&S the foregoing are four iterations of the
"Tuckman model of development":
Formation
The representatives of the M&S band
ought to be extremely dependent
upon the administrators for support
and guidance (Spencer, 2018). Where
any staff member has ambiguous
internal competences or roles, the
manager should always be prepared
to answer all questions regarding his
motives, strategies or social
contacts.
Storming
When M&S manages the next move
badly, completely different issues will
compete for growth such as degrading
motivation of employees, conflict within
the management, negative relation
between the members and so on
(Lăzăroiu, 2015). Thus, relationships
between the organization respondents
will be generated or broken during this
juncture, with a few renegotiations. In
extreme situations, the management
team could be marooned at Storming.
Hence it is important for M&S to have a
solid, constructive and positive
Page | 14

executive team at this point.
Standardization
Throughout the normalization process,
M&S workers should promote mutually
supportive working practices by
agreeing on the values that they are
enforcing (Kearney, 2018). The risk has
always been situated during much of
the Norming phase that the team would
have been complacent and lack the
technical benefit they acquired by the
momentum.
Performance
During most of the performance
juncture, team officials in M&S become
operationally aware. The group ought to
be willing to work individually despite
of intervention or active engagement by
the manager (Coccia, 2015). Since
M&S is a conglomerate company, it
must encourage the whole group to be
independent in this phase. Whether the
team wants assistance, the manager
should be transparent.
In tandem with "Tuckman Development Model," "Belbin Group Function Design" can
be incorporated into the M&S’s organisational structure. Up to nine possible group
features can be classified across three groups:
“Thought-Oriented” “People-Oriented” “Action-Oriented Roles”
 Expert
 Plant
 Monitor Evaluator
 Group Worker
 Supervisor
 Asset Identifier
 Designer
 Integrator
 Finisher
(Source: Leary, 2019)
Page | 15

M&S administration will see the transformation of group leadership when reviewing
all methods that would be willing to inspire staff to make the workplace beneficial
(Pepper and Gore, 2015). M&S’s team leadership will not only focus on a specific
goal but will also consider the number of ethical principles among employees. Its
benefit is to insure that workers have a good communication result within the
company and that contact is an essential relational connection variable.
4. Apply concepts and philosophies of organisational behaviour to a given
business situation
4.1 Application of OB framework on the contemporary scenario of the
organisation
In 1965, “Bruce Tuckman’s” conceptual model of developing organisational
teams followed some different phases such as standardization, preparation,
storming, and performing results. At each organizational transition stage, a company
can rethink the initial design template at more than just the phase (Coccia, 2015).
Other than that, although there will be limitations, it will be considerably general that
most teams should develop through the different levels of the model (Kinicki and
Fugate, 2017). Tuckman’s theory provides invaluable information on the different
phases which organisations are moving through; internal variations will occur
throughout the group across the effect of changes.
Nonetheless, the teams are significant elements of a company like M&S that forms
the base of each business, as from the surface of the business to the highest level of
leadership (Brissett, Sher and Smith, 2019). There have been various types of
factional teams within these outlooks, such as:
 Formal Teams: These kinds of teams were developed within the company’s
operating environment to reflect the organization’s objective and goal. The
element of this faction has been the connection it already has among every
individual who develops natural aspects of the company (Van Knippenberg
and Hogg, 2018). Inside M&S, such hierarchical formal teams may well vary
in size depending on the corporate sector since they provide the relatively
stable internal process as they are bound together by the unified system.
Page | 16

 Informal Teams: The informal factional teams of M&S have been the
communities which have developed over time. These are generated by a
common mutual interest, such as related issue, activity or viewpoint
statement, without input from the company and its operation field. The
informal teams of M&S are the reverse of officials (Omar, Jayasingam and
Bakar, 2019). They seem to be smaller individuals who might be moderately
fragile at a particular time, but aforementioned could be due to their behaviour
governed by team beliefs and ideals.
Other than such factors the nature of the organisation also plays a significant role
in this aspect. The firm’s nature represents the organization’s goals in addition to
defining the character and stance of the business on the international market
(Kinicki and Fugate, 2017). Therefore, it is essential to be taken into
consideration as well.
4.2 Justification and evaluation of various concepts and philosophies and
assessing how they influence behaviour both positively and negatively
The aspect of change within the organisational operative environment is a significant
factor that affects the proficiency and effectiveness of the organisation in exponential
manner. The occurrence of change makes extensive impacts on the operative
individuals in the workplace and therefore, several processes are needed to be
evaluated that can be beneficial for the effectiveness of the business against
unconditional odds (Coccia, 2015). The incorporation of change is therefore highly
influential that defines the organisational performance. The occurrence of change is
inevitable and generally driven by the following factors.
I. Economical variables
II. Competition intensity
III. Politics and Regulations
IV. Changing market trend
V. Appliance of technology
By making extensive assessment regarding the concepts to how the fundamental
change factors are indentified. It has been rationalised that the aforementioned
factors of change can make significant impact on the operative performance of
Marks and Spencer. As per the statement of Coccia, (2015), there are some
Page | 17

potential characteristically changes that are generally common and consequently
affect the both existing and left workers of the job. Regarding them the first is
considered to be the continuous and incremental change where as the other is as
identified the occurrence of radical and repetitive change within the workplace
(Pepper and Gore, 2015). As both of these have extensive influential credibility in
both negative and positive aspects, therefore, incorporation of relevant change
solution is essential to be integrated regarding the development of capability and
interest.
Another aspect that is equally essential to evaluate is response of the peers. The
workers believe that the effort will be lost as did their colleagues because of their
performances. In the other side of the continuum, it is most probable that a vacancy
ought to be created due to the dismissal of a co-worker (Senaratne and
Gunawardane, 2015). Other peers, though, might be able to respond negatively to
their outcomes; at the very same time, workers may be empowered by the
techniques undertaken by M&S and conceivably reduce their workplace social and
emotional equity.
Although different tests have shown that all these responses can never be definite, it
is also found that perhaps the manner in which M&S addresses changes in the
corporate environment could have a revolutionary effect on how workers behave. It
implies that some adverse emotions cannot be eliminated or cured, but can still be
reduced to some degree (Van Knippenberg and Hogg, 2018). For a corporate
trademark such as M&S, the administration needs to ensure that the entire
organization has a baseline of trust-providing standards for choice-making, mutual
respect, and the manifestation of goals.
In this regard, it can be considered that negative responses and the increase of de-
motivation can make significant negative impact within the operational procedures
and operative efficiency of the organisation leading in the degradation of innovation
within the workplace. Therefore, it is essential to make available of competitive and
proficient workers (Morgenroth, Ryan and Peters, 2015). Thus, by refereeing to the
“theory of Tuckman” the contextual organisation will be able apply adequate
modification and drive positive ethical environment and attitude within the workplace.
As per the Tuckman theory M&S must ensure well formulated leadership to direct
the organisational in the most efficient manner that will ensure the clarification of
organisational objectives and improve the management system, through storming
Page | 18

the teams will establish the clarification of purpose and develop the ability to handle
issues like power struggles, by norming decision making and evaluation of roles and
responsibilities will be clarified that will help to improve the relation and resonance
between the team members. Lastly, through the model will also help the team make
extensive performance and problem evaluation and make significant changes
accordingly. By executing the decided operations the team will improve the
proficiency of the organisation. Thus, by stabilising the positivity within the worker’s
behaviour, M&S will successfully be able to elevate employee self-sufficiency in
substantial rate that will reward in increasing productivity and profitability.
4.3 Critical assessment and evaluation of team development theories and OB
concepts and philosophies that can affect the workplace behaviour
Marks & Spencer may use multiple tactics to achieve the organizational primary
objective; however, the company must comprehend its current business scenario by
defining the obstacles at the correct moment. The obstacles are inadequate
workplace behaviour, issues related to supervision of teams as well as difficulties
in leadership and so forth.
In this regard, the appliance of compatible development theory will prove beneficial
for the organisation, as implication and following the directions of potential theories
will help evade the considerable problems. Therefore, the theories that have been
depicted in the study will be supportive (Coccia, 2015). Marks & Spencer can
implement the “Role Theory of Belbin” together with the “development model of
Tuckman”. Incorporation of such model will assist the credibility of organisational
activities.
With both of the theories are adequately incorporated the organisation will be able to
structure effective leadership practices within the situated workplaces. Also, the
implication will also enhance the organisational workforce fluency by motivating the
workers to do the designated tasks efficiently (Senaratne and Gunawardane, 2015).
Such modifications will generate productive capacity of the business together with
development interaction consistency between the employees driving the relationship
stature significantly.
Page | 19

Thus, presence of intensive communicational system will improve the collaborative
working within the team members, promoting the organisational growth and success
factors.
It will thus multiply the company’s overall productive capacity. It will ultimately create
good communication between employees, and also at the same time guiding
employees as per their requirement. The workers will communicate effectively and
work in resonance within the associated teams consequently, with no breakdown in
communication and with ideal instruction; thus the rate of organisational productivity
will also be increased (Senaratne and Gunawardane, 2015). If M&S evaluates and
incorporates all the depicted significant variables and preserves the organization’s
overall structure by enforcing the prerequisite needs, the business will be more
successful in the long run.
Conclusion
In the organisational structure of Marks and Spencer, the accompanying analysis
has extensively illustrated the substantial theoretical variables such as political
aspects, corporate strength, cultural aspects and motivation. The global sector is a
workforce that tends to be actively engaged, it plays a significant role in the global
economic conformity, thus impacting the contextual corporation to some extent with
many fundamentally different parameters. Such variables therefore ascertain the
advancement of the organisation and the compression of the ongoing
accomplishment of the corporation.
These may also influence the strategies of reward planning of an enterprise. The
strength and policies of an organisation include resources, individual’s responses,
leadership, and wealth. Power is based on governance responsibilities of
specific organizational behaviour Politics, on the other side, is perceived to be
involved with the culture of the company, confidential dynamics, and managerial
positions. Thus, by evaluating such factors it can be concluded that the implication of
such variables is apt and significant for defining the operative performance of Marks
& Spencer.
Page | 20

References
Alvesson, M. and Sveningsson, S., (2015). Changing organizational culture: Cultural
change work in progress. Routledge.
Brissett, L., Sher, M. and Smith, T.L., (2019). Dynamics at Boardroom Level: A
Tavistock Primer for Leaders, Coaches and Consultants.
Chinomona, E., Dhurup, M. and Joubert, P.A., (2017). ORGANISATIONAL
CITIZENSHIP BEHAVIOUR, EMPLOYEE PERCEPTIONS OF EQUITY,
ORGANISATIONAL COMMITMENT AND INTENTION TO STAY OF EMPLOYEES
IN ZIMBABWEAN SMES. International Journal of Business and Management
Studies, 9(1), pp.131-146.
Chumg, H.F., Seaton, J., Cooke, L. and Ding, W.Y., (2016). Factors affecting
employees’ knowledge-sharing behaviour in the virtual organisation from the
perspectives of well-being and organisational behaviour. Computers in Human
Behavior, 64, pp.432-448.
Coccia, M., (2015). Structure and organisational behaviour of public research
institutions under unstable growth of human resources. Coccia, M.(2014)’Structure
and organisational behaviour of public research institutions under unstable growth of
human resources’, Int. J. Services Technology and Management, 20(4/5), p.6.
Huczynski, A., Buchanan, D.A. and Huczynski, A.A., (2013). Organisational
behaviour (p. 82). London: Pearson.
Hull Live, (2019). Hope for Hull’s Marks and Spencer as firm releases new statement
amid calls for it to stay in city. Local World. [Online] Available at:
https://www.hulldailymail.co.uk/news/business/marks-and-spencer-hull-relocating-
2432392 [Accessed on 4th Nov 2019]
Human Business, (2019). Making business human. Herzberg’s Two Factor Theory of
Motivation. [Online] Available at: http://www.humanbusiness.eu/herzberg-two-factor-
theory-of-motivation/[Accessed on 4th Nov 2019]
Kearney, R., (2018). Public sector performance: management, motivation, and
measurement. Routledge.
Kinicki, A. and Fugate, M., (2017). Loose Leaf for Organizational Behavior: A
Practical, Problem-Solving Approach. McGraw-Hill Education.
Page | 21

Lăzăroiu, G., (2015). Employee motivation and job performance. Linguistic and
Philosophical Investigations, (14), pp.97-102.
Lăzăroiu, G., (2015). Work motivation and organizational behavior. Contemporary
Readings in Law and Social Justice, 7(2), pp.66-75.
Leary, M.R., (2019). Self-presentation: Impression management and interpersonal
behavior. Routledge.
Lester, D., (2013). Measuring Maslow’s hierarchy of needs. Psychological
Reports, 113(1), pp.15-17.
Morgenroth, T., Ryan, M.K. and Peters, K., (2015). The motivational theory of role
modeling: How role models influence role aspirants’ goals. Review of General
Psychology, 19(4), pp.465-483.
Natvig, D. and Stark, N.L., (2016). A project team analysis using Tuckman’s model of
small-group development. Journal of Nursing Education, 55(12), pp.675-681.
Omar, S., Jayasingam, S. and Bakar, R.A., (2019). Does positive organisational
behaviour and career commitment lead to work happiness?. International Journal of
Business Excellence, 19(1), pp.44-64.
Osland, J., Devine, K. and Turner, M., (2015). Organizational behavior. Wiley
Encyclopedia of Management, pp.1-5.
Pepper, A. and Gore, J., (2015). Behavioral agency theory: New foundations for
theorizing about executive compensation. Journal of management, 41(4), pp.1045-
1068.
Russ, T.L., (2013). The relationship between Theory X/Y: assumptions and
communication apprehension. Leadership & Organisation Development
Journal, 34(3), pp.238-249.
Selamat, N., Nordin, N. and Fook, C.Y., (2017). Organisational Justice and
Organisational Citizenship Behaviour: Evidence from A Developing Country. Global
Business & Management Research, 9.
Senaratne, S. and Gunawardane, S., (2015). Application of team role theory to
construction design teams. Architectural Engineering and Design
Management, 11(1), pp.1-20.
Spencer, M.S., (2018). Leadership Challenges Associated with Organisational
Restructuring: A Phenomenological Study (Doctoral dissertation, University of
Phoenix).
Page | 22