Organizational Behaviour Impact on Argos Performance

This report provides an in-depth analysis of organizational behaviour, specifically examining its impact on the performance of Argos, a UK-based retailer. The report delves into the influence of organizational culture, power dynamics, and organizational politics on both individual and team performance. It explores Handy's cultural model, the French and Raven model of power, and Hofstede's cultural dimensions to assess the organizational environment at Argos. Furthermore, the report evaluates various motivation theories, including content and process theories, such as McClelland's Need Theory, to understand how employee motivation can be enhanced. The report also differentiates between effective and ineffective teams, providing insights into team dynamics and the factors contributing to team success. The analysis aims to offer practical recommendations for improving organizational behaviour practices and fostering a positive work environment at Argos.

ORGANISATIONAL
BEHAVIOUR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
Impact of organization culture, politics, power over the team and individual’s performance....3
Influence Power...........................................................................................................................4
Organization politics....................................................................................................................5
Evaluate Motivation theories.......................................................................................................7
TASK 2............................................................................................................................................9
Difference between effective team and ineffective team.............................................................9
Concepts and philosophies related to organisational behaviour................................................12
CONCLUSION..............................................................................................................................14
REFERENCES..............................................................................................................................15

INTRODUCTION
Organizational behavior denotes the different categories of behavior that depict by
individuals of any organization towards their job responsibilities within specific job culture.
Argos is one of the famous retailer chains in United Kingdom which offers it’s product services
across the UK in the form of different stores. It is a subsidiary of Sainsbury, so it also has
established good brand image in the UK market. In this report will discuss about the impact of
power, politics and cultures on individual and team performance which will be evaluated by
analysis of different motivation theories. Furthermore, it will differentiate effective team from
ineffective team in this report.
TASK 1
Impact of organization culture, politics, power over the team and individual’s performance
Organization behavior majorly contains three terms i.e. culture, power and politics that
directly impact on business’s performance and it’s working environment. It can be attributed as
physiological tendencies or attitudes that individuals show in the job place towards the
management and establishes the effective work culture (Saleem, Nisar and Imran, 2017). A
healthy organization culture shares beliefs and values that individuals collectively follow and
implements in a company. At Argos, entire organization culture is quite supportive wherein
individuals always ready to help each other and also gives high contribution towards increased
performance and productivity in the company. Handy’s cultural model can be implemented to
better analyze organization culture of Argos such as:
 Power Culture: This type culture highlights the scenario where specific select employees
in the company gets extra privilege with the majority of the power to take all decision and
other lower decision on the behalf of upper management. While remaining employees do
not have any power and they have to follow the order which is given by authorized
employee. The employees of Argos often tend to lose their spirit of innovation and
motivation at individuals’ level and at team level, productivity and performance decrease
automatically.
 Role Culture: Under this, every individual has a fixed role or responsibility that they must
follow with in the company and sole concentrate lies on the fulfilment of the duties
relating to the job roles that have been delegated. At the individual level, employees
incline to focus only on personal achievement instead of organization’s success and team
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at Argos that faces various graver circumstances in such culture wherein team
performance is not as good like individual’s performance.
 Task Culture: In task culture, every employee perform tasks that are assigned by
authorized employee and completes within timeframe. Such kind culture in Argos can
affect the individuals positively as leading to increase productivity in team working.
 Person culture: The effective person culture denotes the workplace whereas everyone
notices themselves to be superior to the remaining staff. This type culture severely affects
the productivity of the staff at team and individual’s basis that leading to the downfall of
the performance and increased conflicted (Kristjánsdóttir and et.al., 2017).
From the above analysis can be analyzed that role culture and the task culture would be to
implement in Argos in a proper balance so that healthy competition can be raised increasing
performance and productivity.
Influence Power
Power in company term is referred to the authority that certain employees hold over
other employees and the effect of power is too tremendous. French and Raven Model can be
used to understand about type of powers in following manner:
 Referent Power: The referent power is the one whereas specific employees are treated as
ideal by other staff due to their extraordinary performance which they have shown in the
company. The individuals at Argos get tend by such power whereas they put more efforts
to make their performance productive so that they also get chance to have such power.
 Legitimate Power: Such kind power is authorized based on the position accordingly
hierarchical structure of the company and basically involves CEO of the company and
managers. The individual employees get impacted by the decisions that are taken by such
power holders at Argos as result performance of the team become more informed and
regulated.
 Expert Power: Expert power is achieved on the basis of knowledge and experience
whereas individuals who working for a long period are enabled to develop an expert
power where their views become highly valued. Individual at Argos are tended positively
wherein they try to retain maximum knowledge and the team performance also tries to
give productive performance at the workplace.
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 Coercive Power: This type power is properly different from other powers such as reward
power. It is granted to the leaders by the authorized management so that they monitor
employee’s performance in the company in effective manner. With this power, leaders
involve number of employees in decision-making process and encourages them to keep
their opinion to make them feel that they are valuable part of the company. In Argos, both
team and individuals are made to determine the significance of discipline and increase
coordination and integration between teams along with reduced clashes (Favaretto and
et.al., 2016).
 Reward Power: Under the power, the employees are rewarded by authorized employees
whenever their performance is found to be excellent. Such kind power and it’s
implementation in the company is act as motivational factor for both team and individual
and improves their performance accordingly.
In Argos, all type powers exists and are essential to manage level of productivity that is
proposed but manager should maintain fair balance so that individuals are not conflicting too
much or they also do not feel more relaxation.
Overall analysis of power can be easily linked with the organization’s culture because both of
them are affiliated together instead of being different . it can be effectively stated that in
Argos implications of all such powers are usually formulated the culture which leads success
in the company.
Organization politics
It is a informal way that executes by company in order to improve it’s performance, productivity
and operations in the business market. The management of company can mould the existence of
politics whether good or bad politics as follows:
 Good Politics
Good politics stated to exist in a company whereas individuals try to cover up things with the
support of manager and avoids unnecessary conflicts by supporting out each other. In addition, if
an employee uses reference power to recruit particular candidate whom they think that the person
will be best in addressing the different aspects or in a case, if they use for self-promotion without
visiting it over others, then this is termed as good politics. Such kind of politics can be
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channelized in the growth of Argos company but it must not be implemented in the long run as
various things can be covered up from the manager.
 Bad Politics: This type politics affects the company negatively whereas the staff are not
integrated, and clashes are too high. In addition, if individuals are using this politics to
use it in the favor or if this is shaping growth opportunities for other potential candidates
them situation can be reductant. The management at Argos should be discouraged the
fermentation of bad politics in the company at all costs as it impacts the productivity and
performance of organization negatively.
Thus, Argos must focus on the encouragement of the implementation of the good politics
practices in the organization.
Hofstede cultural model can be used to better examine the organization culture wherein five
different cultural dimensions are followed in Argos such as power distance index is the first
dimension of cultural model wherein analyzed equal and unequal distribution of power and
promotes powerful employees over other employees (Kurniadinata, 2020). In Argos, the PDI is
lower comparatively as management prefers to increase power of distribution. Individualism vs
collectivism is another dimension that helps in determining the level up to which individuals are
like to integrate socially in other group or have preference to work alone is also examined.
However, Argos believes in collectivism so it follows collectivism approach among it’s staff
whereas all collectively tend to find out solutions of proposed problems that they are facing in
the workplace. Uncertainty Avoidance is a third aspect of Hofstede model whereas the
preference to adapt rigid and fixed structure that is evaluated against uncertainty which might
exist. The employees at Argos are increasingly motivated towards following a middle approach
where they are not properly rigid but at the same period they do not properly disregard changes
as well as modernization. Another aspect is the motivation towards long-term and short-term
orientation whereas honor like to follow tradition is compared with the preferences for new and
challenging circumstances. Employees at Argos are more motivated towards adapting new or
modified changes. Indulgence vs restraint is the last aspect of cultural dimension model whereas
the freedom and prefer indulgence are compared with each other. However, employees in Argos
are more tend towards application of restraint such as management restricts Argos to implement
indulgence too much.
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Evaluate Motivation theories
Motivation is one of the essential part of every company wherein number of employees
are influenced in a productive manner to work harder and influence their level of performance so
that achievements can be bigger.
Content Theory of Motivation
Such motivation theories are proposed to identify those things or activities which
motivates individuals to gain the framed goals that have developed. There are various motivation
theories under the content theories i.e. McClelland, Maslow’s need hierarchy theory etc. these
theories are clearly determine the areas in which the development of employees can take place
that is one of the major advantage of the content theories. It posses’ limitation as well such as it
may lead integration and make candidates more self-oriented (Teixeira and et.al., 2020).
McClelland’s theory of Need
McClelland developed this content theory and stated that there are three basic needs of
the people and the quest is to motivate people intrinsically. The three basic needs are power,
affiliation, achievement. The term achievement denotes the need for achieving expertise and
recognition in their field. For example, in Argos, individuals are regularly rewarded and
promoted for the work for their achievements thus company keep them highly satisfied and
motivated (Kompaniiets, 2019). Affiliation can be classified as the want to belong to such
community or being accept by them or receives acceptance and the love from the companion and
colleagues with who work is being completed. The work culture of Argos itself is more
supportive that the individuals always feel together and works in groupism thus enhance the
success factor of the company. Power is the third aspect, and this attribute is tried to have by
every employee because it’s human nature wants to have overall control on other’s action and
takes all decisions that other people have to comply with. The need of having power is also a
motivating factor for the individual to work harder. In Argos, the delegation of authority in
intermittent and the employees holds power accordingly their position. But the major drawback
of the theory is that company needs to keep control all categories of motivation then it can
motivate staff or in a case if company unable to use these aspects in positive manner then it can
face conflict crisis. So, it is essential for the Argos to use all aspects of motivation in effective
manner then it can achieve positive outcomes as it expected.
Process Theory of Motivation
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The process theory of motivation is usually used to lead motivation in whole staff and
determine how individual are enabled to achieve all projected motivation objectives and goals
that they have set up for the staff. The major strength of the theory is that it supports in
implementing the whole process through which motivation can enhance. On the other hand,
limitation is that it is time-consuming and lengthy process (Kovach, 2020).
Adam’s equity Theory
Adam was proposed this equity theory and clearly stated that it is used to understand the
way an employee can get motivate for gaining the goals that they have developed. The
motivation theory starts that the input that company receives from the staff must be equivalent to
the output that is offered to them (Tesi and et.al., 2019). So, it is essential to develop a fair
balance between input and output. At Argos, organization always tries to maintain balance in the
input that staff are putting in the company’s success and are regularly rewarded so that level of
motivation can be kept high. However, two possible scenarios can be occurred under the Adam’s
equity theory in following manner:
 Input>Output: Such situation can take place when the input means efforts that an
employee is putting in the organization for achieving different targets but in return they
are getting too less for their efforts. Such kind scenario leads dissatisfaction among the
staff because they do not feel fairly appreciated or rewarded and this may lead loss of
some best skills about the company.
 Input<Output: Such scenario arises in a case when the input is put by staff is very less
as compared to the advance outputs that they are getting i.e. moderate salary to an
employee whose efforts are not up to mark or can often avoid. Such situation should not
be taken place because it develops a reductant culture in the company with the reduced
productivity.
So, it is essential for the Argos to focus on the development of fair balance between input=output
situation that is one of the most ideal situation and can support in gaining majority of benefits for
the company collectively.
Motivation Techniques
Flexible working hours
This motivation technique has adopted by Argos and offers flexible working hour facility
to the staff. With this motivation technique, company enables to receive all targets before
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deadline with good quality while employees get more time to spend with the family and make
them highly dedicated for their job responsibility (Barattucci, Alfano and Amodio, 2017).
Emotional Intelligence
It is another motivation technique that is also used by upper management of Argos to stay
motivated staff intrinsically. With this technique, HR professionals improves their understanding
level so that they can effectively meet up employees and company’s need and leads higher
success in the business. While staff enables to manage their stress level which they often get
during peak period.
From the above discussion can be easily understand that it is essential for the business to
maintain fair balance between power, politics, culture, and motivation factors in effective
manner. Organizational culture is one of the essential for the business because it influences
employees to give productive performance in the workplace so that profitable outcomes can be
received by company. With effective organization culture, power, politics and motivation
theories Argos can easily influence staff to put more efforts in the workplace to make
organization globalized and adapts new emerging technologies which helps company to gain
competitive advantage from retail industry (Locke and Schattke, 2019). But it is essential for the
company to use all factors i.e. power, culture, politics and motivation adequately then it enables
to stay motivated individuals and teams that ultimately bring success in the company.
TASK 2
Difference between effective team and ineffective team
A group can be defined as a collective of individuals that have mutual independence
and different goals which are associated with each other and brough together through
experiences and common interests. Every group member remains responsible for their individual
work although they can share resources and information with other members of the group. They
can be divided into formal and informal groups. Teams on the other hand, are interdependent
group of people that have a shared responsibility and focus towards a common goal. They have a
mutual understanding amongst each other and aim at maximization of each another’s strengths
and minimize weakness. The difference between teams and groups is that without a significant
purpose, teams cannot be built and they tend to have joint accountability unlike groups. An
effective team in an organization refers to the teams that promote open communication, establish
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and work towards company goals, showcase diversity, operate in safe environment, solve
problems collectively and consistently measure and evaluate their performance (Franz and et.al.,
2017).
Tuckman team development theory
Human resource management at Argos practices Tuckman’s team development theory to
form an effective team. This theory contains five different phases i.e. norming, forming,
storming and performing. This group development theory supports company to develop an
effective team who will help to make company globalized by achieving different tasks with the
support of new technology. The stages are mentioned below:
Forming
It is first stage of team development whereas all members in a team familiar to each other
and goals effectively. However, in this phase leaders plays significant role by sharing reason
behind the team formation. Leader at Argos clarify important of goals and objectives for the
company so that each employee become serious for their job role and responsibility and puts
more efforts in their work to being in a team (Hildebrandt and Marr, 2020).
Storming
It is second stage of team formation whereas all team members share their own views and
opinion based on their knowledge and experience in the decision-making process. In this stage,
conflicts and arguments are quite common that arises between team members and team leaders
so it is essential for the team leader to resolve conflicts within minimum time because such
scenario can lead ineffectiveness in team. So, team leaders always try to resolve issues of all
members in a team and influences them to work in unity at the workplace (Omar and et.al.,
2016).
Norming
It is another stage of team formation, at this stage all team members become an important
part of team at mental level. In this stage, team leader itself determines weak areas of team
members and provides support them to develop their weak areas. With this stage, team leaders
communicate with the members of team to identify the issues which arises while working in a
team and assists them to resolve their issues at personal level. Thus, they prepare team members
to improve their understanding and supportive nature. 360-degree feedback strategy also
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practices by team leader to keep control on team members’ functioning so that they put their
efforts on right track and achieve motto behind the team formation.
Performing
It is last stage of Tuckman’s team development theory wherein objectives and strategies
are sated by team leaders for the team so that they achieve all projected goals within timeframe.
At this stage, team leaders makes each member of team efficient to take decision on personal
level and work with team members effectively and promotes them to keep supportive nature for
the team members and negotiates their weak team members to improve their working
performance (Paulamäki, 2018). It indicates that Argos often develop effective team for the
specific project and achieves it’s projected goal.
The major drawback of this theory is that it is length process of team development and
needs expertise in team leaders to implement all phases of team development in precise manner.
Belbin nine team role theory
It supports team leaders to become efficient in developing effective team.
 Resource Investigator: Resource investigator is the person who individually investigate
all available resources to meet objective behind the team formation.
 Teamwork: It is one of the essential roles of team leader to support their team members to
work in a team as unity.
 Coordinator: This is the person who keeps control and coordinates all functional activities
that are performed by different team members in a team (Özer and et.al., 2018).
 Plant: The person who resolves all issues that takes place in team formation.
 Monitor evaluator: He is the person who monitors all operations at personal level in a
team. Usually, team leader performs this role in the team.
 Specialist: The person who holds power to take all decisions based on the knowledge and
power in a team.
 Shaper: Shaper is the person who shapes all functions of team.
 Implementor: Number of members who works in a team as unity ae the implementor. For
example, team leaders at Argos develops strategies while team members implement them
successfully.
 Completer finisher: He is the person who completes all tasks.
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From the above discussion can analyzed that team leaders at Argos should perform all roles of
team development then they can develop effective team.
Concepts and philosophies related to organisational behaviour
Path goal theory of leadership
The path goal theory of leadership is founded on the specifications related to leader’s
behaviour and style which when incorporated in an organisational setting, work environment and
employees, tends to be effective for achievement of objectives. The aim of the leadership styles
is basically increasing the motivational level of employees in Argos, empowering them and
increasing their job satisfaction to make them productive members of the company. The theory
has assumptions of flexibility in case of leadership styles adopted by the top management and
leaders according to the situations (Phillips and Phillips, 2016).
Figure 1: Path goal theory of leadership
Source: nwlink, 2020
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There are two proposed contingency variables that is, characteristic traits of workers and
working environment that can help in moderation of the behaviour of the leaders. The
foundational path goal theory can be determined by four styles of behaviour:
 Directive path goal: This behaviour portrayed by leaders can be referred to the situations
where the leaders allow the employees and staff to understand what expectations leaders
have for them and direct them to perform tasks. This behaviour can be most effective in
situations where the role and job of the workers remains ambiguous.
 Participative Leader: This type of behaviour involves consultation with workers and staff
member before Argos can jump to decisions regarding things like organisational change,
policies, cost cutting, new product and operations. This is most effective for situations
where the employees are highly involved with their work.
 The achievement behaviour in case of leaders are the circumstances where goals are
challenging which are established by the leaders and there is an expectation of high level
of performance. As Argos is a retail company, this leadership behaviour can work best in
case of sales and marketing job roles (Sadegur and Marr, 2020).
 Supportive leader behaviour: This style of leadership can be established for the
satisfaction of needs, requirements and preferences of the staff in Argos. Through this
behaviour the motivational level of employees remains high and helps in psychological
well-being, especially for distressful work.
Contemporary barriers to effective behavior
 Barriers to effective organizational behaviour
o Language/communication barriers: These hindrances in communication can stop
the effective flow of information within various department in Argos as being a
global organisation, the composition of workforce is quite diverse. Therefore,
employees need have basic knowledge of native language.
o Emotional barriers: Characteristics traits and personality of employees differ
widely and their emotions are ruled in context of performance appraisal, level of
motivation, team work where certain employees can higher tendencies of creation
of being resistant to changes or communication styles.
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o Organisational hierarchy: The type of organisational structure that Argos adopts
highly affects the organisational behaviour. A linear or top-down structure may
result in hindrances in communication as the level of authority becomes highly
centralised, while a matrix structure creates hindrances in accountability and
subordination (Hawryszkiewycz and Binsawad, 2016,).
 Social capital and contingency theory
Social elements of networking, associations, norms, rules and bonding that
determine the social resources and capital requirements collectively impact the
perceptions of the society. Contingency theory states that individuals might have different
mindsets and perceptions and therefore distinctive strategies has to be adopted by the
leaders for management of human resources. The contingent leaders can effectively
apply their leadership styles in different situational contexts. The major barriers to these
theories are resistance from employees or situational resistance. This happens when the
leadership style is not congruent with the to the needs of employees and there are
differentiated behaviours for responding to various demands (Tsolka, 2020).
CONCLUSION
It can be concluded from the above report that the influence of power and organisational
culture and politics is high on the retailer Argos. The motivational level, communication,
performance, job satisfaction, employee turnover, absenteeism rates and overall productivity of
employees both teams and individuals can be directly influenced by the above factors. Various
motivational theories were elaborated like content theory, McLellan theory and process theory
that elaborated ways to efficiently motivate and improve work environment. The effectiveness of
teams in a company was elaborated through models like Tuckman’s team development theory’s
effect on individual development and Belbin’s model’s impact on team roles and skills. The path
goal theory of leadership was elaborated through four leadership behaviour directive,
participative, achievement and supportive behaviours along with barriers to effective
organisational behaviours.
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