This report examines organizational behavior within Marks & Spencer (M&S), exploring how organizational culture, including power dynamics, influences individual and team performance. It analyzes various motivational theories, such as Maslow's hierarchy and Herzberg's theory, and their application within M&S. The report also differentiates between effective and ineffective teams, referencing Belbin's team roles, and discusses the application of organizational behavior philosophies, including path-goal theory. The report highlights the importance of understanding and managing organizational culture, motivation, and team dynamics to enhance employee performance and achieve organizational goals. The content covers topics such as power culture, task culture, person culture, and role culture, alongside motivation theories such as Maslow’s hierarchy of needs, Herzberg theory, McClelland theory, Alderfer-ERG theory, Adam equity theory, Vroom’s expectancy theory, Skinner’s reinforcement theory and Locke’s goal setting theory.
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