Analysis of Organisational Culture and Workforce Motivation Report

This report provides a comprehensive analysis of organizational culture and workforce motivation, focusing on the context of Marks & Spencer. It begins by identifying how culture, politics, and power influence individual and team behavior and performance. The report then delves into Handy's typology of organizational culture (power, role, task, and person) and different types of organizational power (legitimate, expert, referent, coercive, and reward), evaluating their impact on the organization. The second part of the report evaluates content and process theories of motivation, specifically Maslow's hierarchy of needs, and how these theories enable effective achievement of goals within the company. The report critically assesses the interplay between culture, politics, power, and motivation, offering recommendations for organizational and team success. The analysis highlights the importance of fostering a positive work environment and applying appropriate motivational strategies to enhance employee performance and achieve organizational objectives.

Organisational Culture
and Workforce Motivation

ORGANISATION CULTURE AND
WORKFRORCE MOTIVATION
INTRODUCTION ..........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Identify how culture, politics and power influences individual, team behaviour and
performance of an organisation..............................................................................................1
M1 Critical analysis of how individual and team behaviour performance can be influenced by
organisation culture, power and politics.................................................................................4
TASK 2............................................................................................................................................4
P2 Evaluate how content and process theory of motivation enable effective achievements of
goals........................................................................................................................................4
M2 Evaluating critically that how effective application of motivational theories, concepts and
models will influence behaviour of others.............................................................................7
D2 Critically evaluating relationship between culture, politics, power and motivation that
enables organisation and teams to succeed with recommendations.......................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Organisational culture is the underlying belief values, ways to interact and assumptions
which contributes in physiological and social environment of a company. It involves experience,
philosophy and expectations of an organisation along with basic values which guides the
behaviour of members. Culture is defined as shared custom, belief, attitude and rules which have
specified over time (Bissell and Dolan, 2012). Motivating workforce is a challenging work as it
can results into negative outcomes if appropriate methods and techniques are not adopted. This
project is written in context with Marks & Spencer which is a UK based multinational retailer,
situated in Westminster, London. Company specialise in offering home and food products and
clothes. This report will cover influence of culture, politics and power on organisational
performance along with different motivational theories which helps in achieving goals.
TASK 1
P1 Identify how culture, politics and power influences individual, team behaviour and
performance of an organisation
A company can be said to be a composite of culture, power and politics that prevail
within the organisational premises. When all of these are in coordination and sync with each
other, it provides assistance to individuals as well as teams to attain their goals within the
stipulated course of time. However, when a negative or unlikely type of culture, power or politics
is applied within the premises of a company, it creates a sense of negativity within the enterprise.
This leads to discouragement within the workforce, thereby restraining the entity from
accomplishing goals in due course of time. Marks & Spencer is a well renowned and established
company operating within the retail sector that recognises the importance of facilitating a
positive working atmosphere in order to duly encourage the workforce to perform in the desired
manner. In this regard, the culture, power and politics are discussed with respect to Marks &
Spencer as follows:-
Organisational culture
Organisational culture includes behaviours and values which contributes to social &
psychological atmosphere of a business. It impacts the manner in which individuals interact and
information is shared among workforce. Organisational culture can be well explained on the
basis of Handy's typology which is mentioned beneath:
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Handy's typology
As per Handy's model, there are four kinds of organisational culture i.e. power, role, task
and person culture. These cultures are different form each other in their value and power
authorization.
Power culture: In this kind of organisational culture, power remains in the hand of few
individuals and only those persons are allowed to take decisions. These people delegate
responsibilities to other people according to their preference. Due to this, opinions of staff
members are not considered in a sincere manner. This results in reduced working productivity of
employees as an individual and team due to which overall performance of a company will
decrease (Carlos Pinho, Paula Rodrigues and Dibb, 2014). This culture theory will benefit M&S
in taking fast decisions.
Role culture: It is a culture in which roles and responsibilities are given to employees in
accordance with their specialization and qualification. This will allow the employees in M&S to
deliver their work duties in an organised manner. As work will be given according to roles,
teams and individual employees will deliver their best performance. This will results in enhanced
organisational performance. If M&S will adopt role culture and roles were not defined properly,
then company may have to face heavy loss of revenues due to mismanagement of work
(Elsmore, 2017).
Task culture: This organisational culture is suitable in those conditions when teams and
groups are formed within a company to solve an issue or achieve a specific target. Here, people
having common interest are teamed up as a group. This culture assists individuals and teams to
perform their best performance as tasks are allotted in accordance with their interest. If tasks
will not be assigned according to interest of workforce then this culture will fail and company
will face low productivity and performance level.
Person culture: In this culture, employees consider themselves superior than the
company due to which they are more concerned about themselves rather than achieving
organisational goals. In case of M&S, individual performance will be high for this culture but
team performance will not be appreciable and all the work will be carried out in an
individualistic manner. This culture can reduces the overall productivity of M&S, as company is
operating worldwide and requires work in a coordinated & unified manner.
Organisational power
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Every organisation consists individuals which exercises high or less degree of power.
Organisational power considerably defines the organisational behaviour of a company. Different
kinds of powers are mentioned beneath:
Legitimate power: It is also known as positional power. In this type, power is given to
an individual according to the position or title. Employees subordinate to that individual, have to
follow all the orders given (Kitchin, 2017). This is a bureaucratic kind of power, but if
implemented properly will benefit the company in taking quick and precise decision. Due to
which, individual and team performance of employees within M&S will improve.
Expert power: It is based upon skills, talent and experience of an individual. This power
can impacts M&S in negative way if not implemented properly. In case if M&S wishes to
achieve a desired objective, this power is the most suitable to implement. If employees will deny
the orders of experts then this will results in reduced working performance and productivity for
company. Implementation of this power will decide its impact on individual or team
performance.
Referent power: It is based upon interpersonal relation that an individual builds with
other individuals within a company. People having referent power will be liked and respected by
other. In case of M&S, employee will prefer to listen that person who will posses referent power.
Appropriate guidance will results in improving individual and team performance of employees
(Mahembe and Engelbrecht, 2014). If individual with reference power will not be able to guide
workforce properly, then it can results in loss of revenue and profitability.
Coercive power: In this power, manager of a firm can punish or threat employees to
achieve organisational objective or success. This power is abusive and results in reduced
working morals of workers due to which team performance and overall performance of
workforce in M&S will decreases. But this power is helpful in dealing with those employees
which are not interested in performing their work sincerely.
Reward power: It is based upon the capability of an individual to allocate benefits,
promotions, bonus, appraisals and incentives in an organisation. This power will motivate the
staff in M&S to deliver their best performance as an individual and team. By this overall
performance of company will improve. If reward power will not be implemented in a transparent
manner, can results in grievances and issues due to which working environment of company will
disrupt.
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Organisational politics
It is defined as the unofficial and informal concepts & regulations which influences the
working of an organisation. An effective organisational politics doesn't aims towards achieving
outcomes at any cost but to attain results while sustaining healthy relationships (Millar, Hind and
Magala, 2012). It can either be positive or negative in respect with a company. Depriving of
political awareness and skills can results M&S to face bureaucratic fights and destructive power
struggles. This will reduces the overall productivity and performance of company along with
denial of innovative concepts. Other than that, organisational politics will benefits M&S in
allying employees with like minded people due to which organisational resources will be used
optimally. If implemented and managed properly, organisational politics will assists M&S in
removing cases of harassment, partiality and gender biasses.
M1 Critical analysis of how individual and team behaviour performance can be influenced by
organisation culture, power and politics.
In achieving goals or objectives there are many factors which work simultaneously in
particular direction. If any of the factor gets weak or negative it will effect performance of
individual and team performance. Organisational culture of M&S creates positive impact as its
encourages hassle free environment for working while on other hand Power can be both positive
and negative for M&S. Reward power can motivate employees to put extra efforts to achieve
goals or objectives and Coercive power on other hand, creates environment of fear or threats that
will demotivate individual in putting their efforts forward. Organisational Politics of M&S
creates informal hurdle in path of achieving goals or objectives as it encourages power struggles
among employees rather than focusing on their respective tasks.
TASK 2
P2 Evaluate how content and process theory of motivation enable effective achievements of
goals
There are two kinds of motivational theories i.e. process theory and content theory.
Content theory addresses which factors encourage people whereas process theory will specify
how individuals will be motivated. In respect with M&S, these theories are mentioned below:-
Maslow theory of Motivation
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It is the earliest content theory associated with motivation and states that if lower needs
of employees will not be given preference, fulfilment of higher needs is of no use. Theory theory
is divided into five parts which are defined below:
Physiological needs: It involves basic human needs like air, food, water etc. if these
needs of employees will be given consideration, they will feel motivated to deliver their best
performance by which it will became easy for M&S to achieve their organisational goals and
objectives (Norton, Zacher and Ashkanasy, 2014).
Safety and security: It is associated with the safety of employees from fraud,
termination or suspension. Of employees in M&S are ensured about their job tenure, they will
work comfortably due to which all activities and business operations of M&S will be performed
in an profitable manner.
Belongingness and love: If individuals feel isolated at workplace, this will reduce their
working potential. Hence, it is essential for employees in M&S to work in a unified manner and
accepts everyone as a part of company. By this, grievances among employees will reduce and
they will deliver their best performance,. This will helps in enhancing profitability and objective
achievement.
Self-esteem: It means being appreciated, respected and valued by other. To work in a
desired manner, it is important for a person to gain love and respect so that motivational level of
a person will increase while performing business duties. This will helps in accomplishing tasks
in a proper manner due to which M&S will attain high profitability (Smith and O'Sullivan,
2012).
Self-actualisation: It defines desire of a person to grow and develop further. This need
motivate and encourages a person to perform their best performance in order to sustain a firm
career. Due to this, work and operations in M&S will be accomplished in a timely manner.
With the application of the above mentioned theory in the organisational premises of
Marks & Spencer, it can be said that the entity can successfully fulfil the needs and demands of
people working within the establishment. When their needs are duly fulfilled, they work with full
efforts for the development as well as growth of corporation. When employees work by fully
utilising their skills and potential, this accelerates the probability of accomplishment of goals and
objectives of company within the stipulated course of time. With timely attainment of
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organisational targets, the growth and development of Marks & Spencer can easily take place
within the international market place.
Vroom's Expectancy theory
This theory laid focus on the process rather than the content. This theory is aimed to
explain the manner in which an individual chooses form available alternatives and actions. There
are three factors associates with it which are mentioned below:
Expectancy: It denotes belief of a person that high efforts will helps in achieving success
in a desired manner. If employees in M&S will work hard then they will feel more motivated in
achieving organisational goals and objectives due to which company will attain high
profitability.
Instrumentality: This factor stated that there is a connectivity between goal and activity.
Performing well will helps in achieving rewards and benefits. This will motivate the employees
in M&S, to work well so that they can gain bonus, incentives and benefits. By this, overall
productivity of firm will enhance (Wood and et. al., 2012).
Valence: It is associated with the extent to which an individual values the rewards and
success. If workforce in M&S wants to attain rewards and success, they need to work hard.
Working hard will benefits the company in accomplishing objectives and targets within allotted
deadlines.
Through the usage of Vroom's Expectancy theory within the organisational premises of
Marks & Spencer, the respective entity can significantly boost the existing level of morale of
workforce. This will provide assistance to the entity in facilitating the employees to give their
best efforts as a result of getting motivation in the form of monetary and non-monetary rewards.
As an outcome of this, the productivity of personnel will enhance, thereby also giving a boost to
the performance of corporation within the market place.
Maslow's theory of needs has an edge over the Vroom's Expectancy theory. This is so
because the former theory of motivation gives significance to five level of needs identified in the
form of a pyramid. These needs helps personnel to develop individual satisfaction through which
their performance gets a boost. As an outcome of this, the employees working as a part of the
respective company, Marks & Spencer get motivated and give output by making use of their
skills, expertise, knowledge base and competencies. With this, job satisfaction can be instilled
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within the employees thereby developing loyalty and dedication among them towards the brand,
i.e., Marks & Spencer.
Recommendation: On the basis of above analysis of both the types of motivational
theories, it can be said that Marks & Spencer should apply Maslow's theory of needs. This will
help in meeting the needs and requirements of employees so that they work towards the growth
and development of entity. With this, the management of Marks & Spencer can ensure the
attainment of goals and objectives of company in a timely manner.
M2 Evaluating critically that how effective application of motivational theories, concepts and
models will influence behaviour of others
Vroom's expectancy theory encourages individual of M&S to perform efficiently through
monetary and non-monetary rewards. This will serves as motivator to put extra efforts to achieve
objectives and influences their behaviour according to the value they give to rewards. This can
also create dissatisfaction for those who do not value rewards much as individual but drive to
achieve organisational goals or objectives. Maslow's hierarchical theory on other hand provides
different level of motivator to influence behaviour of individual in both positive and negative
manner. Individual keeps on increasing their needs once present one is fulfilled and motivate to
work harder to achieve it and while different individual varies in level of or eliminate some
needs which may turns out to be negative in their behaviour for M&S.
D2 Critically evaluating relationship between culture, politics, power and motivation that
enables organisation and teams to succeed with recommendations
M&S will witness motivated employees to achieve organisational goals or objectives
because of change in their behaviour due to positive impact of culture, politics and power. They
will put extra efforts and effectively use their potential to work as team as well by getting
motivating through monetary and non-monetary rewards. Different power style use to motivate
employees, encouraging positive team culture and informally distributing power by politics
improves relationships, communications and productivity of teams. Although use of strict style
of power, negative politics and unfavourable culture of M&S will hinder the teams to direct their
actions towards achieving organisational objectives.
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CONCLUSION
From above mentioned report, it can be concluded that culture, power and politics lads an
considerable impact on the performance and success of an organisation. Organisational
behaviour of a company defines its working atmosphere in a desired manner. There are different
theories of motivation that will encourage employees to deliver their best performance. This
assists the organisations in achieving high revenues and profitability in a desired manner.
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REFERENCES
Books and Journal
Bissell, G. and Dolan, P., 2012. Organisational behaviour for social work. Policy Press.
Carlos Pinho, J., Paula Rodrigues, A. and Dibb, S., 2014. The role of corporate culture, market
orientation and organisational commitment in organisational performance: the case of
non-profit organisations. Journal of Management Development. 33(4). pp.374-398.
Elsmore, P., 2017. Organisational Culture: Organisational Change?: Organisational Change?.
Routledge.
Kitchin, D., 2017. An introduction to organisational behaviour for managers and engineers: A
group and multicultural approach. Routledge.
Mahembe, B. and Engelbrecht, A. S., 2014. The relationship between servant leadership,
organisational citizenship behaviour and team effectiveness. SA Journal of Industrial
Psychology. 40(1). pp.01-10.
Millar, C., Hind, P. and Magala, S., 2012. Sustainability and the need for change: organisational
change and transformational vision. Journal of Organizational Change Management.
25(4). pp.489-500.
Norton, T. A., Zacher, H. and Ashkanasy, N. M., 2014. Organisational sustainability policies and
employee green behaviour: The mediating role of work climate perceptions. Journal of
Environmental Psychology. 38. pp.49-54.
Smith, A. M. and O'Sullivan, T., 2012. Environmentally responsible behaviour in the workplace:
An internal social marketing approach. Journal of Marketing Management. 28(3-4).
pp.469-493.
Wood, J. and et. al., 2012. Organisational behaviour: Core concepts and applications. John
Wiley & Sons Australia, Ltd..
Xerri, M. J. and Brunetto, Y., 2013. Fostering innovative behaviour: The importance of
employee commitment and organisational citizenship behaviour. The International
Journal of Human Resource Management. 24(16). pp.3163-3177.
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