Analysis of Organisational Behaviour Concepts in Waitrose Supermarket

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ORGANISATIONAL BEHAVIOUR
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Contents
INTRODUCTION...........................................................................................................................................3
LO1..............................................................................................................................................................4
P1 ORGANIZATION’S CULTURE, POLITICS AND POWER INFLUENCE TEAM BEHAVIOR AND
PERFORMANCE IN WAITROSE SUPERMARKET BUSINESS........................................................................4
M1 CRITICAL ANALYSIS............................................................................................................................8
LO2..............................................................................................................................................................9
P2 CONTENT AND PROCESS THEORIES OF MOTIVATION HELPS TO MOTIVATE EMPLOYEES OF
WAITROSE SUPERMARKET BUSINESS IN ACHIEVING THE GOAL OF THE ORGANIZATION.......................9
M2 INFLUENCE THE BEHAVIOR OF OTHERS BY EFFECTIVE APPLICATION OF MOTIVATIONAL THEORIES
AND TECHNIQUES..................................................................................................................................16
D1..........................................................................................................................................................17
LO3............................................................................................................................................................18
P3 NECESSITIES FOR MAKING EFFECTIVE TEAM IN THE ORGANIZATION..............................................18
M3 TEAM AND GROUP DEVELOPMENT THEORIES................................................................................20
LO4............................................................................................................................................................24
P4 CONCEPT AND PHILOSOPHIES OF OB WITHIN WAITROSE ORGANIZATION FOR GIVEN SITUATION. 24
M4 DIFFERENT CONCEPTS AND PHILOSOPHIES OF OB TO INFLUENCE THE BEHAVIOR OF EMPLOYEES27
D2..........................................................................................................................................................29
CONCLUSION.............................................................................................................................................30
REFERENCES..............................................................................................................................................31
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INTRODUCTION
The project report helps the learner to understand the concepts and philosophies of
organizational behaviour and team building in the context of the organization situation.
Organization behaviour is the study of human behaviour in the context of organization
situations that how employees working, cooperating and behaving in a particular context. This
is the study of group and individual performance and behaviour within the organization (Miner,
2015).
Waitrose & partners limited started its first grocery shop in Acton (London) in 1904. Wyndham
Waite, Arthur Rose and David Taylor renamed the shop Waitrose Ltd in 1908 (Dipboye, 2016).
They started the business by one grocery shop and after the establishment of the business they
increase the number of shops and grow their business. In 2004 they expanded the business by
200 shops including the acquisition of branches from Morrisons and Somerfield business chain.
Waitrose and partners treat their employees as their partners. This is an employee-owned
business chain (Dipboye, 2016).
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LO1
P1 ORGANIZATION’S CULTURE, POLITICS AND POWER INFLUENCE TEAM
BEHAVIOR AND PERFORMANCE IN WAITROSE SUPERMARKET BUSINESS
Culture, politics and power can influence the behaviour of the individual and team in the
organization. An organization culture plays an important role in influencing the behaviour of the
individual (Miner, 2015). Organization culture is the blend of organization policies, procedures,
rules, regulations, the behaviour of the staff, senior authority and middle management, values
and attitude of employer and employees, and ethics followed by the organization. Organization
culture is a tool for controlling people's belief, values and behaviour in the organization (Miner,
2015).
Power and politics are interrelated terms; power comes from politics done by different
category people in the organization. Power and politics used in the organization for controlling
people in the organization. Both can be the reason for the success and failure of the
organization (Dipboye, 2016). Power can be established through social responsibilities, values,
attitude and behaviour of people in the organization. Politics can be done through personal
characteristics, designation and role of the employee in the organization. Power can be used for
influencing the behaviour of other people even other people not ready for it (Dipboye, 2016).
The culture of the Waitrose supermarket business influences the behaviour of the individual in
the organization (Kangas et al., 2017). Waitrose supermarket business culture impacts the
behaviour of employee’s as-well-as customers and partners also. This is an employee-owned
business; so here employees treated as their partners, they involve employees in the
organization's decisions related to them. This strategy makes feel them valued in the
organization. Politics and power positively use at different levels wherever required for the
growth of the business of Waitrose supermarket business (Kangas et al., 2017).
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Handy’s four classes of culture model
Charles Handy describes four types of organizational culture power, role, task and person
culture.
Power culture refers to the culture which concentrates on the power of the few individuals in
the organization. Power culture required very few rules and regulations. It believes in the
results, not in the techniques which are used to get results (Kangas et al., 2017).
Role culture refers to the culture where the organization defined in the hierarchal structure.
Each and each person clearly defined their role according to the position in the organization. In
the role, culture organization is not ready to take the risk (Kangas et al., 2017).
Task culture refers to the culture in which the organization is working in different teams. Teams
are made for completing such types of assignments and projects. In task culture organization
work in a team to complete different tasks and projects (Welford, 2016).
Person culture refers to the culture in which each individual in the organization thinks that
he/she is superior and unique. Person culture follows where all employees have the same skills
and qualifications. Engineers and lawyers are examples of person culture (Welford, 2016).
figure1: Handy’s model of culture
(source: Welford, 2016)
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In Waitrose supermarket business Role culture and Task culture follows. All people defined
their roles and responsibility and they work in a team to achieve different objectives and for
completing different projects in the team. As well as in Waitrose supermarket business they
believe in employee-owned business and treat employees as their partners (Welford, 2016).
Bases of power
There are five bases of power referent, legitimate, expert, coercive, and reward power. Each
power has different objectives and techniques to influence the behaviour of individual and
team (Blau, 2017).
Figure2: Bases of power
(Source: Shafritz et al., 2015)
Referent power: A person has referent power when another person follows that person
because of his/her skills, quality and popularity. Celebrities, cricketers, leaders and such types
of attractive personality are a common example of referent power (Blau, 2017).
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Legitimate power: This power comes from the position of the person in a particular place.
Managers have legitimate power in organization, kings, in the palace, police in the police
station; politicians have legitimate power because of their position, not personality (Blau,
2017).
Expert power: Expert power comes from the special knowledge and skills required to be an
expert in a particular field. Doctors and engineers have expert power (Blau, 2017).
Coercive power: Higher authorities in an organization have coercive power because they can
punish any employee by giving less salary, decrement in position, and fire from the organization
(Shafritz et al., 2015).
Reward power: A person has reward power if he/she can reward any employees for their
performance in the organization. This is a very common type of power which uses in almost all
organizations.
In Waitrose supermarket business higher authorities follow reward power and legitimate
power. Legitimate power and reward power used by higher authorities for motivating
employees and feel them valued in the organization because they treat their employees as their
partners (Shafritz et al., 2015).
Politics in the organization
Politics can be used positively or negatively both types in the organization. There are some
factors in the organization which influences the behaviour of individual and team in the
organization. Factors based on the characteristics of individual, organization, ambiguous goals,
resources, technology, environment, decisions of higher authorities and change in the
organization (Caramani, 2017).
In Waitrose Supermarket business politics plays an important role to crack big deals and they
take politics positively for the growth of the organization Van (Walraven, 2019).
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M1 CRITICAL ANALYSIS
Culture, politics and power of organization can influence the individual and team behaviour and
performance in the organization. In Waitrose organization culture influence employees
decisions, feeling; they extensively take part in the decisions of the organizations. The culture of
Waitrose treats employees as their partners. If organization culture is very smooth and
understanding then employees can easily share their ideas, suggestions and problems with the
employer. It helps the organization as-well-as employees to understand the behaviour of each-
other. A happy culture can improve the productivity and skills of employees and motivate them
for the best performance (Walraven, 2019). Power and politics are part of almost all
organizations. In Waitrose manager use their power only for getting their work done from
employees. It helps in the growth of the business of the organization. In Waitrose politics uses
for protecting the rights of workers and required positive changes in the organization. Politics
can be negatively used in the organization for a greedy purpose such as in the capacity of a
higher position in the organization (Walraven, 2019).
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LO2
P2 CONTENT AND PROCESS THEORIES OF MOTIVATION HELPS TO MOTIVATE
EMPLOYEES OF WAITROSE SUPERMARKET BUSINESS IN ACHIEVING THE GOAL
OF THE ORGANIZATION
There is a difference between content theories and process theories of motivation. Content
theories explain the reason for changing the needs of human and process theories explain the
process motivating an individual at the workplace (Bentley et al., 2015).
Figure3: motivation theories
(Source: Bentley et al., 2015)
Content theories and process theories enable effective achievement of the goal in the Waitrose
organization. Content theories help to understand the reason of changing the needs of
employees and process theories help to understand the process of motivation for motivating
employees at the workplace in Waitrose organization (Bentley et al., 2015).
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CONTENT THEORIES
Maslow’s hierarchy of need
Every person has 5 types of needs in their life which stages from low level to high level in life.
Physiological needs and safety needs are known as lower level needs. Social, esteem and self-
actualization need knowing as higher level needs. These needs related to the work life of any
employee (Bentley et al., 2015).
Figure4: Maslow’s hierarchy
(Source: Bentley et al., 2015)
Waitrose organization tries to fulfil the needs of employees by giving enough basic pay,
growth in career, job security system, appreciate employees for their work, reward system,
respected designation in the organization.
McClelland’s Needs theory
McClelland describes 3 types of the need of employees which are a need for power,
achievement and affiliation (Bentley et al., 2015).
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Figure5: McClelland’s needs theory
(Source: Hinojosa et al., 2017)
Waitrose organization fulfils all 3 needs of employees. Achievement needs are fulfilling by
giving the difficult and merit-based task to employees and taking feedbacks. When employees
completed their tasks they feel proud. Affiliation needs are fulfilling by maintaining a good
relationship with employees and avoiding conflicts. Power needs are fulfilling by maintaining
discipline by teaching, coach and encourage employees in the organization (Hinojosa et al.,
2017).
PROCESS THEORIES
Goal-setting theory
The goal-setting theory explains that employees are more motivated for achieving clear,
specific, difficult and challenging goals; rather than easy and unspecific goals in the
organization(Hinojosa et al., 2017).
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Figure6: Goal-setting Theory
(Source: Shanks, 2016)
Waitrose organization set clear and specific goals for their employees and include them in the
decision of the organization. After attaining the goal they take feedback and suggestions from
employees and evaluating their work on a daily basis (Hinojosa et al., 2017).
Reinforcement theory
This theory based on “Law of effect” i.e. an individual is doing only those actions for which
he/she get positive results and ignore those actions for which he/she get negative results. An
example of Reinforcement theory is that when if an employee does not submit their work in a
given time period, then the manager would be angry on him or maybe punish him for his
unprofessional behaviour so next time he will complete their work on time. If an employee will
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