Organizational Behaviour Report: Boots' Culture, Power, and Teams

This report provides a comprehensive analysis of organizational behavior within Boots, a leading health and wellness company in the UK. The report examines the influence of culture, power, and politics on individual and team behavior and performance, utilizing models such as Handy's organizational culture model and French and Raven's power model. It evaluates content and process theories of motivation, including Maslow's hierarchy of needs and Vroom's expectancy theory, and analyzes their application in influencing employee behavior. The report further explores the dynamics of effective and ineffective teams, referencing Tuckman's Team Building Framework, and applies organizational behavior philosophies to a business context. The analysis emphasizes the interconnectedness of organizational culture, power, motivation, and politics in fostering team and company success, offering insights into improving performance and productivity. The report concludes with a critical examination of team development concepts and philosophies influencing behavior to enhance organizational outcomes.

Organisation behaviour

Contents
Contents...........................................................................................................................................2
INTRODUCTION...........................................................................................................................3
PART 1............................................................................................................................................3
P1. Analysing how culture, power and politics in Boots influence individual and team
behaviour and performance.........................................................................................................3
M1. Critically evaluate how the culture, politics and power of a company can influence
individual & team behaviour and performance...........................................................................5
P2. Evaluating how content and process theories of motivation and motivational techniques
enable essential achievement of aims..........................................................................................5
M2. Critically examine how to influence behaviour of others through effective application of
behavioural motivational concepts, models and theories............................................................7
D1. Critically examine relationship between organizational culture, power, motivation and
politics that enables teams and company to succeed...................................................................7
PART 2............................................................................................................................................8
P3. Explaining what makes an effective team as opposed to an ineffective team.......................8
M3. Analysing group and team development theories to support development of cooperation
with effective teams...................................................................................................................10
P4. Applying philosophies and concepts of organizational behaviour within Boots context and
give business situation...............................................................................................................10
M4. Evaluating how concepts and philosophies of OB influence and inform behaviour within
a given business situation..........................................................................................................11
D2. Critically analyse and evaluate appropriate team development concepts, models and
philosophies that influence behaviour in work area to improve organizational performance and
productivity................................................................................................................................12
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................14

INTRODUCTION
The examination of fundamental components, such as worker action at employment which
has been affected by the job setting, managerial styles, and other operations carried out by the
participants in a corporation, is referred to as organisational actions (Bednár and Ljudvigová,
2020). Boots, one of the top merchandising in the United Kingdom, would be the focus of the
present task. The company is a well-known pharmacy-led health and wellness business. It enjoys
expanding revenues by running more than 2500 outlets around the country. The research would
clarify how organisational environment, authority, and ethics affect person and group conduct
and effectiveness. Additionally, this would explain how motivating approaches and content and
process theories of motivating facilitate successful goal accomplishment. The paper would also
explain what distinguishes an excellent organization from an unproductive one. Finally, this
would define organisational behaviour theories and ideas in the framework of the selected
institution and given enterprise scenario.
PART 1
P1. Analysing how culture, power and politics in Boots influence individual and team behaviour
and performance
The corporate environment has a wide range of variables which can have both beneficial
and detrimental effects on worker efficiency and output. Workers may put in more effort to
increase corporate production efficiency. Following are some strategy principles that pertain in
the setting of Boots to understand how culture, power, and politics affect worker attributes and
performance.
Handy's organisational culture model:
 Power culture: In Boots, a leadership or supervisor who embodies this culture has the
potential to significantly impact team members' and individuals' productivity and conduct
by the appropriate use of their authority to motivate employees and motivate people
(Caputo and Ayoko, 2021).
 Role culture: By assigning tasks and responsibilities to workers based on their levels of
enthusiasm, managers within a company could have a favourable impact on their
productivity and perceptions of them.

 Task culture: Similar to the previous categories of organisational culture, task culture
can have a favourable impact on employee behaviour and effectiveness whenever tasks
are assigned at employment based on a person's talents and efficacy rather than their
outward aspect.
 People culture: With a power culture, a director or supervisor might behave in a way
that enables them to persuade staff to work and produce even more effectively than in
recent weeks or decades.
French and Raven power model-
 Legitimate power: This type of power originates from an individual's particular role
inside a corporation. In the instance of Boots, the leadership could make good usage of
their influence by giving everyone guidance so that they can finish their assignment on
schedule. It might result in an improvement in both group and personal performance
(Erthal and Marques, 2018).
 Referent power: Leaders can improve workers' productivity and conduct by exploiting
their capacity to persuade individuals to stick with their branding and working for them
continuously. This includes making commitments to put in more days when the pressure
is high.
 Expertise- When a supervisor or management shares their knowledge of how changes in
the business affect how they operate and meet goals, they could raise employee
enthusiasm and enable more efficient employment.
 Reward power: How this power is used depends on how executives and managers view
it. For instance, rewarding employees for their efforts through rewards and bonuses may
have a favourable impact on staff efficiency.
 Coercive power: In accordance with this power, if a manager uses discipline as a method
of getting things done quickly, they risk creating a hostile working atmosphere in which
no one wants to perform for Boots. When the senior managerial hierarchy is changed, it
could occur.
 Information power: After the managerial changes has already been organised, it is
crucial to communicate pertinent data to all of Boots' workers. It might enable the
leadership to boost people's output and enable them to remain competing as usually
(Gulzar and ZIA-UR-REHMAN, 2021).

Impact of organisational politics on personal and group conduct and effectiveness: It is true
that immoral activity by any worker of Boots could have a detrimental effect on their
productivity. For instance, partiality and intrigue in the workplace could have a detrimental
impact on the productivity of employees and team participants. As a result of their refusal to
embrace management reform, people at employment constantly experience anxiety, which has a
detrimental impact on the production ground's significant staff attrition rate. It might result in a
decline in employee efficiency and organisational effectiveness.
M1. Critically evaluate how the culture, politics and power of a company can influence
individual & team behaviour and performance
It is possible to say that a company's culture has an impact on how a manager in Boots might
carry out a particular activity. For instance, supervisors and executives have such a beneficial
impact on workers' productivity in terms of increasing overall output whenever they act
responsibly. On either side, it has been thoroughly assessed that unfair managerial practises,
including workforce discriminatory practises, could result in elevated worker attrition, which is
unsuitable for the expansion and advancement of a corporation in the retailing sector,
wherein the level of rivalry is significant and each business competes fiercely with the others as a
result (Hendijani and Steel, 2020).
P2. Evaluating how content and process theories of motivation and motivational techniques
enable essential achievement of aims
The main driver of worker development and advancement inside a business, enthusiasm
also has a beneficial bearing on organisational advancement. There are numerous methods
accessible in the corporate sector which managers with Boots might be using by considering
strategy approaches for the similar goal, such as:
Maslow's need hierarchy theory-
 Physiological needs- The main difficulty which managers inside the selected
organisation can have is substantial personnel attrition. In that case, a manager might
undertake immediate measures to inspire workers by providing housing options such as
homes or flats, in which they can remain while they wait to start functioning for the
company.
 Safety requirements- The most prevalent yet efficient form of worker motivating is the
managerial provision of healthcare and security amenities in Boots, which are crucial in

the setting of the present circumstances that they could handle in a successful and proper
way (Kaufmann, Borry and DeHart-Davis, 2022).
 Love and belonging needs- Treating all employees with care and compassion rather than
drawing distinctions among current employees and potential new hires is another element
of staff motivator which leaders could taken into account. Managers can keep competent
workers who don't know regarding or are influenced by administrative transformation by
treating workers with dignity and attending to their requirements.
 Esteem needs- It is crucial for managers and leaders to give all workers the
independence they need because this boosts everyone's confidence and enables workers
operate better and more productively. Employees are motivated to operate in a pleasant
and effective way by having the opportunity to interact and cooperate at workplace.
 Self-actualization needs: Workers could never anticipate to move to another firm's
offerings following achieving the proper contentment from operating at Boots and
meeting requirements. Considering that they would rather remain employed with their
preferred company and contribute to its success by being a competent worker.
Valence-
 Motivational tactics: It can be used by management to motivate the staff and empower
people to perform effectively so they can add to production and contentment. This is true
whenever workers have to experience motivated to perform more or recognize their
worth in the firm. Give staff individual enhancement opportunities, such as sending them
to workshops that allow them to develop their talents (Kumar, Panda and Pandey, 2022).
Vroom expectancy of needs:
 Expectations: It is pretty typical for every worker to think that their initiatives would
result in acceptable results when operating for a business. By taking into account this idea
and rewarding employees, administration at Boots could help to increase employee
enthusiasm.
 Instrumentality: By creating a strategy and putting it into practise with rewards and pay
raises, a director or supervisor could raise worker enthusiasm and encourage individuals
to stay with Boots rather than accepting other career opportunities.

M2. Critically examine how to influence behaviour of others through effective application of
behavioural motivational concepts, models and theories
Having the right motivation is crucial for achieving corporate objectives. In aim to create
worth for their clients via exceptional products and solutions, it promotes the achievement of
goals via the collaborative activities of workers that use their information, training, skill, and
imagination. The goals and aspirations of Boots to build an international company have indeed
been achieved feasible by providing it with fantastic concepts and innovations about the services
and commercial choices through its strongly motivated team. Its good effect of commitment,
productivity and rewarding gratification pushed employees to do well and improve their
production (Liljenberg and Nordholm, 2018).
D1. Critically examine relationship between organizational culture, power, motivation and
politics that enables teams and company to succeed
It has an impact on daily operations and contributes to the establishment of the ideal
environment within the firm. Whenever authority is used effectively, it enables the workers work
better that in effect improves the company's reputation. The group needs to be acknowledged and
integrated into an organisation such that each member can experience pleased to be a member of
it. To motivate other people to perform, an organisation requires to possess a healthy culture. For
instance, if a supervisor treats each of his employees with respect and abstains from engaging
workplace tactics, administration will undoubtedly be successful. In both the group's work and
social life, there is a significant function. There seem to be development groups, assurance
squads, and products team members in the corporate world. Every member of the squad is
unique, and each plays a particular function. If a group does have the essential 6 components, it
will function efficiently: a comprehensive understanding of the behaviour standards, the suitable
people and organisational supports, targeted training, and a defined objective. A unit needs to
have well-defined aims and purposes if it is to function as an efficient cluster. Maintaining a
results-driven organisation is necessary, and a productive company must be made up of morally
upright, qualified individuals. The group must make sure that each individual has the necessary
experience, background, and ability (Lu, Shon and Zhang, 2020).

PART 2
P3. Explaining what makes an effective team as opposed to an ineffective team
A unit is a collection of individuals that work together to accomplish a common goal or set
of goals for a business. In contrast, a team is described as a collection of people who work
together to further a common goal.
Tuckman's Team Building Framework: It is used by the company to create productive teams
as compared to unproductive teams by going through the phases listed below:
 Forming- In accordance with this phase, the group manager can give the unit participants
the appropriate leadership and statesmanship in need to create a unit (MacAteer,
Manktelow and Fitzsimons, 2016).
 Storming: By continuing through this stage, unit individuals could begin to collaborate,
understand regarding one another's functioning methods, and function as a cohesive unit.
 Norming: By identifying every task and outlining every particular obligation, managers
can clarify tasks and duties of the team and making their job more apparent.
 Performing- In regards to time, the leadership could concentrate on achieving the goals
that serve as the foundation for achieving the goals and ambitions.
Belbin Team Roles: The aforementioned responsibilities are used by the management to
create productive teams as compared to unsuccessful teams:
 Though-oriented team roles
The Monitoring Evaluator: In accordance with this job, managers could operate better
whenever issues occur which call for highly developed intellectual and problem-solving abilities.
The Specialist: In regards of their function, the leadership could impart specialised practical
understanding, making them useful in their area of specialisation.
The Facility: As by putting the function into practise, the group could enhance the Plant's
capacity for original thought and innovative problem-solving (Mitchell and Calabrese, 2019).
 Action-oriented team roles
The Shaper: In this capacity, individuals could appreciate challenging social standards to
develop original objectives and tactical plans which improved group performance.
The Implementer: Because they put practical methods into practise, they can end up being
the foundation of the organisation.

The Completer/ Finisher: In this function, so that is particularly important in the workplace,
the administration could carry out qualitative monitoring throughout crucial initiatives.
 People-oriented team roles-
The Coordinator: By playing this position, the organisation can work with the group
participants to synchronize efforts toward the unit's objectives.
The Team Worker: As by putting this into practise, the group could operate collectively and
fosters a sense of togetherness among some of the members. The capacity investigator: As a
leader could utilize the position to establish new professional relationships which aid in the
formation of an efficient group.
The following details the differences among an unsuccessful group and a successful group:
Comparison's foundation Successful group Unproductive group
Attempts to accomplish
goals
Each group representative
contributed equally to the
work in attempt to reach the
goal by using all of his might
or ability.
However, in some teams, lack
of commitment or adequate
attention to the objective
rendered the group ineffective.
Individuals Contributions Every group participant
participates in the collective
conversation by contributing
their thoughts and opinions
(Navarroa, Rueff-Lopesb and
Laurenceauc, 2022).
On either side, a small number
of individuals cause tension in
the conversation by preventing
all members from contributing
their views and opinions,
which results in an
unproductive group.
Cooperation Group members worked
cooperatively to complete the
mission successfully and
effectively.
This lack of cooperation
among the team members
rendered the assignment more
challenging.
Taking decisions After considering everyone's
opinions, the group members
took each one into
consideration and came to a
While in an inefficient group,
decisions are made before the
true problems have been
investigated.

conclusion.
Assignment of tasks In order to be efficient, a
successful group split the
workload into equitable
portions.
Inefficient teams, on either
hand, improperly distribute the
workload by allocating more
responsibility to one
individual and fewer to
another.
M3. Analysing group and team development theories to support development of cooperation
with effective teams
A company is led by a sole person, but a teamwork has much more than 1 leader. Six phases
of team building are followed. The 4 phases of cooperative growth, including forming, storming,
norming, and performing, as per Tuckman's Growth Framework, give the unit participants the
right advice and orientation. Additionally, they play the action- and people-oriented group
responsibilities of the Belbin Team Role, which motivates them to collaborate as a team and
embrace the difficulties of setting unconventional targets. High-performing groups consider the
viewpoints of all parties involved before making choices. In addition to create continuous
collaboration inside a business, a competent group relies on each other's thoughts and trusts in
their abilities and certifications.
P4. Applying philosophies and concepts of organizational behaviour within Boots context and
give business situation
Path Goal theory:
 Directive Leadership Style- Depending on this view, the manager assigns group
members their duties and obligations after making all the choices regarding how to carry
out the assigned duties. It lays up for the group participants certain goals and guidelines.
When the leadership has all authority and divides the job among all the workers (Nguyen
and Malik, 2020).
 Supportive Leadership Style: By adhering to this attitude, managers can assist group
workers in their job by promoting cooperation, paying emphasis to personal connections,
and demonstrating dedication. By inspiring others and fostering a sense of teamwork,
they likewise assist workers feel less stressed and frustrated at working.

 Participative leadership style: When an organisation adopts this style, all group workers
collaborate to decide things so that they all have an equitable input in the task they do. By
granting each worker the opportunity to share their views and perspectives in order to
increase creativity and productivity in the workplace, everybody is urged to get involved.
 Achievement-oriented leadership style: By utilising this, a manager can give workers
tough targets and demand that they give their best effort in addition to meet the targeted
or organisational ambitions. As a result, their employees are held to a higher level. The
manager establishes high expectations for their team members and expects them to give
their everything to their task in order to achieve their full potential.
Contingency Concept
 Fiedler's Theory of Contingency: This method allows the manager to properly convey
assignments with appropriate rationalization of objectives and processes. They must be
capable of doling out penalties and incentives. It additionally supports the notion that a
leadership's character is the primary characteristic defining their capacity to manage. A
manager's success is additionally expressed by how effectively their management
philosophy aligns with the circumstances. Boots' managers could adopt successful
managerial strategies to deal with the company's significant personnel attrition.
Additionally, they make an effort to determine each worker's requirements so they may
respond and make decisions in accordance with those requirements. For instance, by
using the assertion of contingency approach, they could try to pinpoint the problem
before coming up with a solution. They discover numerous advantages by taking into
account this idea. Workers can be trained to perform appropriately, for instance, and
bosses can be rendered situation-oriented (Nienaber and Martins, 2020).
M4. Evaluating how concepts and philosophies of OB influence and inform behaviour within a
given business situation
Collaboration depends on motivation, which also serves a key role in the Path Goal
Theory. The Path Goal Theory states that managers can motivate their staff by showing
appreciation for them. By guiding and keeping their bosses on the proper route, they could be
able to describe the route they must take to achieve the objectives while increasing the
enjoyment of their employment. The Path Goal Theory states that managers could concentrate on
different types of conduct. Considering that the assets and focus are obtained, this could vary

depending on the situation and the individual. This enables leadership to concentrate on
collective objectives while simultaneously coordinating them with organisational preferences.
The ideas propose that managers are enthusiastic and open to modifying their leading approach,
which defines numerous characteristics which characterise individuals. The management must
come up with a suitable or alternative strategy. Employees of Boots are given clear instructions,
which simplifies the road to the ultimate goal and frees everyone else to concentrate on the
worker. They might assist employees if a problem was making them boring.
D2. Critically analyse and evaluate appropriate team development concepts, models and
philosophies that influence behaviour in work area to improve organizational performance
and productivity
The concept and theories of organisational behaviour also include the company's
framework that frequently has a significant impact. The factors impacting the creation of the
organisation include societal norms, values, and areas of mutual value. The networking structure
is how a business interacts externally with clients, suppliers, as well as other parties. Such
societal cultures have an impact on both informal and formal conduct that reflects the beliefs and
ideals of businesses. Personal motivations shape the behaviour, and Boots adheres to social
ideals and morals in its business processes, include convictions, sincerity, competence, and
customer rigidity. Additionally, the company has recently received achievement incentives under
the rule of conduct for noteworthy moral standards. The mutual advantages generally relate to
increased understanding among employees and organisations. Work-related enthusiasm is a
significant behaviour-changing factor. Thus, in terms of Tuckman and Belbin's concept, common
attraction could result in both favourable and detrimental behaviour (Okolie, 2022).
CONCLUSION
Based on the foregoing analysis, it has been determined that leaders and managers helped
their companies to enjoy acquiring comparative benefits by fostering a good and effective
employment setting at the office. They have been effective in retaining and acquiring competent
workers that put in more effort and helped them reach their goals and tactical goals. The
efficiency and creativity of employees and group participants were improved by the leadership
while using their position of authority in an ethically way. Moreover, it has been shown from the
research preceding that the company's employment of motivating approaches in addition to