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The study of group or team behaviour is what is meant by the term "Organisational behaviour". Also, it offers insight into the company's employees' conduct and the characteristics of the group, all of which contribute to the firm's profitability (Labrague, 2020). Thus, Marks & Spencer is included in the study. Located in London, England, United Kingdom, it is one of the most notable British international stores and focuses mostly on apparel, home products, and food sales. The impact of politics, Organisational culture, and power on team behaviour and performance is explored in detail in this research. Motivational concepts will also be discussed as a way to encourage staff to make significant profits. This study also explores the path-goal theory and the differences between a productive and a dysfunctional team.
It is possible that the company's politics, culture, and power may affect the overall performance and behaviour of the team; but on the other hand, if these factors are bad, the group's performance and conduct may suffer (Siawsh et al., 2021). A company's ability to prosper in the international market is greatly influenced by its ability to wield power and political influence. It was just a matter of time before people found themselves working and living in multi-cultural situations on a personal level. Organizational management and motivation are connected with politics and power (Gagné, 2018). An organization's fortunes may be changed in an instant by them. A lack of access to these entities makes it more difficult for organisations to shape their market and carry out the tasks necessary inside it.
Politics, like power, has both positive and negative sides. Anyone who has the authority to influence public opinion is a leader and manager who employs politics. If the corporation employs excellent politics at all times, its performance will always be better (Rhodes, Wright, and Pullen, 2018). Employees at publicly listed companies, for example, may be concerned that their colleagues have the same benefits as them inside the industry. In every case, employees who abuse politics can make and implement bad recommendations that could hurt the market. A judgment might be based on an outstanding issue that might impede the company's progress, according to Robbins' 2005 comments.
There are several ways to look at power, but one thing is for sure: it may be utilised for good or misused. If a manager and an assistant have a disagreement, it's likely that the manager will utilise his or her power to get the upper hand. However, when managers and their employees work together in a respectable manner, they may use their power effectively (Stouten, Rousseau, and De Cremer, 2018). The assistants are far more likely to obey the regulations imposed by a single person if that person has the authority to do so. An excellent example of this is implementing a rewards system. Incentives may be utilised appropriately or badly depending on how they are applied.
Most businesses have such a mission statement that includes a declaration about their role in reinvigorating people's outlooks and instilling a sense of optimism. For the company's culture to be effective, it must instil in its employees a sense of pride in their job and a belief that they will be part of an organisation that serves the community wherein they operate. As a consequence, the following internal details are included:
Workplace Culture:
An organization's culture may be defined as the set of shared values, norms, and practises that all members of that organisation adhere to. The four unique organisational cultures of the company also have an impact on team performance and production (Odor, 2018).
Power Culture:
There seems to be an M&S power culture since just a few people have the power to make choices. Anyone who has been given permission to make decisions is thus held to account. These people have a special position and status in the company listed. And they transmit it to subordinates who are accountable if they don't meet the standards, they set themselves (Zaman et al., 2018). Because they have no other option, subordinates must do their jobs. Subordinates in this firm have no rights or freedoms to communicate and debate their opinions with their superiors because of this. This may lead to demotivation of the employees of the firm described above since their ideas, emotions, and presence are not valued by the organisation.
Task culture:
A task culture inside the M&S entails the development of the organization's common goal by fostering the growth of the team. A task culture team of four to five people is created at the aforementioned organisation to meet the firm's short- and long-term objectives. Because of this, the team worked together with a broad variety of skills and talents in order to accomplish the task at hand in this sort of culture. To put it another way, the employees' performance and productivity will grow as a direct consequence of the company's culture of this kind.
People Culture:
Employees at M&S believe that they are greater significant than the firm, creating a personal culture. The absence of emotional engagement in the company's culture could leave workers in such an organisation lacking motivation because they are in it just for the money. Workers would never make a choice that benefited the organisation as a whole due to this corporate culture (Khan, Khan, and Gul, 2019). As a result, employees are less willing to help one another, which diminishes morale and, eventually, lowers productivity in such an atmosphere.
The Role Culture:
Role culture is the way in which individuals are assigned jobs in an organisation depending on their credentials, interests, capabilities, and skills. They will have to put in a lot of effort to do this. As a result, only those workers who have been assigned the assignment are now accountable for its accomplishment (Zaman et al., 2018). Workers allocated to a task will be more inclined to complete it on time if they have the power and responsibility that go along with it. Consequently, the team's productivity and conduct will be influenced by the culture of the referred company.
Politics:
Self-interested behaviour by M&S employees has been dubbed organisational politics. To achieve their goals, professionals use the effect of social networks to increase their performance and productivity. As a consequence, promoting non-partiality and positivism as a political philosophy benefits both the individual and the collective. As a consequence, excellent politics motivates people to work better sensitively because they have a greater sense of ownership in the organisation (Ferris et al., 2018). Workers and then the whole organisation lose interest and morale when they are subjected to negative or partial politics. As a consequence, it's reasonable to predict a decline in output and quality.
Power:
Among the most important aspects of workplace culture is the influence of power. It is more the level of fun than the level of power that shapes the characters of individuals and teams. It also increases the likelihood that everything goes according to plan. High levels of motivation are also required. Even though it doesn't benefit the one wielding the power, it has the capacity to affect the minds of others. Power imbalances could lead to a deterioration in profitability or quality when unexpected conflicts arise between distinct individuals and organisations. It is possible that having an excessive amount of power may have disastrous impacts on the company's internal staff (Minkov and Kaasa, 2020). The loss of productivity may occur even if workers are pushed to gain control in order to enhance efficiency and output in an office that is overly skewed towards them.
(Source: Russ, 2013)
Organizational behaviour might be adversely impacted by the paradigm's focus on removing ambiguity (Brissett, Sher and Smith, 2019). To be productive, workers prefer to work in environments with well-defined parameters as opposed to those that are less well-defined. People have different p
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