ORGANISATION BEHAVIOR

By:
Ahmed Badr
 Table of Contents
Introduction: ................................................................................................................................... 1
Task 1: ............................................................................................................................................. 1
1.1 An analysis of the characteristics of different organisational structures: ............................ 1
Hierarchical Structure: ............................................................................................................. 1
Matrix structure:...................................................................................................................... 1
Horizontal/Flat structure: ........................................................................................................ 1
1.2 An explanation of how the culture of an organisation can impact on the effectiveness of
the organisation: ......................................................................................................................... 2
Power Organisational Culture: ................................................................................................ 2
Role Organisational Culture: ................................................................................................... 2
Task Organisational Culture: ................................................................................................... 2
Person Organisational Culture:............................................................................................... 2
1.3 An assessment of the impact of learning on the effectiveness of employees: .................... 3
1.4 An evaluation of how working in teams can improve employee effectiveness: .................. 3
Fosters creativity and also learning: ........................................................................................ 3
Trust building: .......................................................................................................................... 3
Resolution of the conflict among the employees: .................................................................. 4
Task 2: ............................................................................................................................................. 4
2.1 Evaluate different leadership behavior theories: ................................................................. 4
Situation leadership: ................................................................................................................ 4
Contingency leadership: .......................................................................................................... 4
System leadership:................................................................................................................... 5
2.2 Analyse theories relating to work relationships and interactions: ....................................... 5
Atkinson theory of motivation: ............................................................................................... 5
New German model of employee relation:............................................................................. 5
Task 3: ............................................................................................................................................. 6
3.1 Analyse the benefits and issues with involving employees in organisational decision
making: ........................................................................................................................................ 6
The employees feel they are valued in the organisation: ....................................................... 6
Making accurate decision: ....................................................................................................... 6
 Blurring of the relationship between the roles of management and the employees: ........... 6
Complexity in communication: ................................................................................................ 6
3.2 Explain different ways to motivate employees: ................................................................... 7
Conclusion: ...................................................................................................................................... 7
References: ..................................................................................................................................... 8
Organisational Behavior

Introduction:
Marks and Spencer is a retail company based in the United Kingdom. The company's
headquarters are located in Westminster, London. Michael Marks and Thomas Spencer founded
the company. The company has a workforce of more than 80000 people. The company's revenue
is in excess of £10,000. The company has around 1500 locations around the world. The company
was established in 1884 and the company's financial performance improved year after year,
which is very remarkable. Archie Norman is the company's chairman. The structure that the
organization follows is heavily influenced by the organization. Which leadership is being followed
by the organization, and what are the benefits and drawbacks? [10].

Task 1:
1.1 An analysis of the characteristics of different organisational structures:
An organization can follow a variety of organizational structures, each of which has its own set of
features. Marks and Spenser, a British global retail company. The company specializes in high-
quality apparel, as well as home and food products. The following are some of the organizational
structures:
Hierarchical Structure:
Within this structure, which is quite popular, all employees have a single supervisor who is the
same for everyone, and all employees are grouped with each other. There are a few aspects that
determine how groups are formed [1]. Some of them are:
 Function, which can be finance, HR, IT, etc.
 Product, which is the result of process or action.
 Geography, organising the people of the organisation in the location which is remote.
Matrix structure:
There isn't any supervisor here; instead, there are different managers for different functions,
with workers with similar talents being assigned to work and reporting to many managers [2]. As
a result, two common chains are formed, each of which is distinct. Managerial responsibilities
are fluid rather than rigid, which is beneficial to managers who want to operate in a flexible
workplace.
Horizontal/Flat structure:
This structure is only useful to small businesses, and it will not work for large corporations. Many
middle-level management positions in the organization are eliminated in this arrangement. As a
result, the personnel of the company is able to make decisions considerably more quickly. This
structure is also transparent for small businesses, and if the staff are well-trained, they can be
productive in decision-making with it [3]. This will aid the organization in completing tasks more
quickly and reduce the chances of corruption. Because the corporation believes that if the staff
is adequately taught, they would produce effective and efficient results, enhancing the
company's production.
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Organisational Behavior

Because the organization has limited management levels between the administrative level and
the front-line personnel, Marks and Spenser adopt a horizontal/flat structure.

1.2 An explanation of how the culture of an organisation can impact on the

effectiveness of the organisation:
The culture of an organization can have a significant impact on its effectiveness, according to
Marks and Spenser, who consider the Handy model, which contains four forms of organizational
culture:
Power Organisational Culture:
Power is concentrated in the hands of a few individuals, which has an impact on the entire
organization, according to Marks and Spenser, as well as its efficacy [4]. In this structure,
everything in the organization is chosen by the person in charge; for example, an employee's
performance is rated only on the basis of what they have accomplished rather than the process
by which they achieved it. This can lead to fast decisions, reducing the effectiveness of
organizations like Marks and Spenser, and vice versa if the dominant power is not fair in its
decision-making. Because a fair ruling power will make a fair choice, resulting in a fair assessment
of personnel.
Role Organisational Culture:
In this form of cultural structure, which is based on rules, such regulations are created with the
details of the organization's structure in mind, which is tall and not flat. To the organization, it
appears to be excessively bureaucratic [5]. This may have an influence on the company. Mark and
Spencer clarify the duties and responsibilities of the company's personnel. When the employee's
roles and responsibilities are clarified, the who reports to whom the relationship is clarified as
well.
Task Organisational Culture:
This group was founded to handle a specific problem. Mark and Spencer's effectiveness will be
primarily determined by the team dynamic in the task at hand [6]. For example, if Mark and
Spencer's goal is to sell more and more things, the challenge of how to accomplish so in a specific
way is explored.
Person Organisational Culture:
People in the Mark and Spencer organization regard themselves as superior and special because
of this type of culture. This is just a group of folks who happen to work at Marks and Spencer.
This can have an impact on the organization's employees by providing them with appropriate
incentives, lowering work for the organization's disabled employees, and so on. Employees will
be more motivated to work if they are given appropriate incentives.

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Organisational Behavior

1.3 An assessment of the impact of learning on the effectiveness of employees:

The impact of learning on staff effectiveness is undeniably positive. Employees will perform
better at work as a result of this. Learning will serve as a motivator and will expand the knowledge
of those who work for Mark and Spencer. Employee productivity will increase as a result of
learning, and tasks will take less time to complete. Learning will provide employees with the
necessary skills and attitudes toward work in order to fulfill the organization's objectives [6].
Employees will think differently about the same problem as a result of their education. Learning
will make employees more competitive, and employees will eventually become Mark and
Spencer's strength.
Trainers that provide learning to Mark and Spencer personnel conduct extensive study in order
to build the finest possible training program for the employees. The optimal program is then
chosen and applied to the connected employee in order to maximize the employee's
performance. The training is offered in order to close the gap between actual and desired
performance. The type or amount of training supplied to the employee will be determined by the
individual's present skill level [1]. There are a variety of ways for imparting knowledge, including
on-the-job and off-the-job learning. Giving employees instruction on the machinery that operates
in the organization is an example of on-the-job training, whereas giving employees training
offline or when they are not on the job is an example of off-the-job training.

1.4 An evaluation of how working in teams can improve employee effectiveness:

Working in a group can be quite beneficial, but it can also be extremely detrimental; it all depends
on the individual and the type of work that the employees are performing. If the employees' work
is extensive and involved, a team is required; otherwise, the work can be completed without one.
Because Marks and Spencer is a large organization with intricate work, teamwork is necessary.
The following are some of the elements that can help employees working in a team be more
effective:
Fosters creativity and also learning:
Working in a group, rather than alone, fosters creativity in the workplace. Considering each
employee's point of view leads to increased innovation, which can be used in sales, production,
or marketing. Working as a team results in information sharing and the acquisition of new skills,
which benefits both the company as a whole and individual employees at Marks and Spencer [1].
For example, if Mark and Spencer's employees are creative, the work will become more
attractive, and the employees will enjoy their jobs.
Trust building:
Dependence on other employees leads to the development of trust, which is critical for an
organization's success. Without trust, a team can fall apart and fail to complete a project. This
improves the employee's effectiveness by allowing them to think freely about their task.
Employees at Marks and Spencer feel safe since they can trust the other staff of the company,
which leads to the creation of fresh ideas among the employees [2].

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Organisational Behavior

Resolution of the conflict among the employees:

Mark and Spenser explain how teamwork enables employees to operate coherently and
cohesively through resolving disagreements among employees. This, in turn, improves the
effectiveness of people working in the organization. If, for example, the employees work in a
team and the workplace is highly familiar with conflict, and conflict is unavoidable, the employer
must settle the issue by identifying ways to end the conflict so that it does not occur again.

Task 2:
2.1 Evaluate different leadership behavior theories:
There are several leadership behavior theories that have a favorable and bad impact on Marks
and Spencer, and the leadership theories are listed below:
Situation leadership:
According to situation leadership theory, a manager or supervisor's style must be adjusted to
meet the growth that the management is affecting. The goal of the leader, not the followers, is
to adapt the style in response to the circumstance that arises in the company, Marks and Spencer.
Because it is simple to understand and intuitive for most managers, this leadership can have a
good impact on Marks and Spencer. The theory strengthens the working interaction between
managers and employees. There are four different sorts of leadership styles that can be used in
a given situation [3].

 Directing is when a boss wants a certain employee or group of employees to follow a

specific direction, such as Marks and Spencer's January sales target.
 Coaching: The leader provides coaching to the personnel in order to ensure that they are
doing what Marks and Spencer require of them.
 Providing support, the leader provides support to the staff at times of crisis.
 Delegation: Employees are given work to delegate in order to reduce their workload.
This theory may also have a negative impact on highly regulated managers.
Marks and Spencer's managers may face challenges with flexibility in the workplace. Marks and
Spencer's management may confront obstacles such as adjusting to the company's work
environment, shift problems, and so on as a result of the company's flexibility issues.
Contingency leadership:
According to this theory, the effectiveness of a leader's leadership is dependent on whether the
leader's leadership style matches the situation. According to the notion, there is no one-size-fits-
all leadership style. When a leadership style is appropriate for the situation, it is effective. This
idea minimizes the level of expectations from the leader and focuses on matching the leader to
a task, which can have a good impact on Marks and Spencer. This idea is more appropriate in a
strict environment for Marks and Spencer, as well as a system that is inefficient in the long run.

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Organisational Behavior

Its negative impact is that it fails to explain the empirically developed model and also fails to
present numerous reasons for leadership effectiveness in varied situations. Another
disadvantage of this idea is that there is no single solution to every situation [4].
System leadership:
System leadership enables Marks and Spencer's executives to create an environment in which
employees at all levels can operate productively and to their full potential. This idea is useful for
predicting the behavior of employees in an organization. It aids in the achievement of Marks and
Spencer's individual and corporate goals.
The disadvantage is that it may cause decision-making to be slow or delayed. This may cause the
work process to slow down, potentially harming Marks and Spencer and giving the company's
competitors an advantage.

2.2 Analyse theories relating to work relationships and interactions:

There are many theories on work relationships and interactions, and some of them are discussed
here that are relevant to Marks and Spencer:
Atkinson theory of motivation:
The theory is based on David McClelland's thoughts and point of view. The theory of
accomplishment motivation is another name for it. Atkinson incorporated inspiration, attitude,
and incentive at the top of the organization, which will please the employees, and satisfied
employees would result in the organization's overall growth [5]. According to this theory, if
someone has a goal of doing something, he or she will achieve it while keeping that objective in
mind. The employee will meet the need, whether within or externally, to achieve the
organization's aim, as well as the organization's goal. Marks and Spencer should be concerned
with the organization's goal, which can be achieved through providing incentives and inspiration
to the company's personnel. According to this theory, the biological determinant of motivation
and the behavioral determinant of motivation, both of which are cognitive and social, are taken
into account. It also depends on how the individual defines success and what aspects, such as
psychological and sociological factors, the employee considers when determining success or
failure.
New German model of employee relation:
This model or theory is the best, most flexible, most adaptable than the model's reputation
suggests. This notion is advantageous to Mark and Specimen because it provides for flexibility in
employee relations and collective employee responses. This concept or philosophy helps Marks
and Spencer employees as a whole or collectively. As a result, the employee-employer
relationship will improve, and work relationships and exchanges will improve as well [6].This
theory is very beneficial for employees who like flexibility in work, which may be in the form of
night shift or day shift, working from home or working on Sundays due to high working pressure,
because according to this theory, employees will be motivated in any situation, and the leader of
Marks and Spencer will be motivated to motivate the employees because if the employees are

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Organisational Behavior

motivated, it will automatically result in high productivity in work because motivated employees
are more productive.

Task 3:
3.1 Analyse the benefits and issues with involving employees in organisational
decision making:
There are certain advantages and disadvantages of involving employees in the decision-making
process of the company Marks and Spencer. The advantages are as follows:
The employees feel they are valued in the organisation:
Employees who are participating in decision-making will feel appreciated in the organization,
which will drive them to participate actively in the company. This will give employees the
impression that they are working in their own company and not for anyone else. For example, if
a Mark and Spencer employee suggests that sales may be raised through digital marketing, and
the company actually increases sales as a result, the employee will feel more confident and
pleased with himself.
Making accurate decision:
Because the employees work for the company, they are aware of the company's actual challenges
and how to solve them. If the information is correct, the outcome in the form of a solution to the
problem will be correct as well. Because of the precision, you will be able to make informed
decisions on a daily basis [4]. Making solid decisions will lead to increased accuracy in action,
giving the organization a competitive advantage.
There are also some disadvantages to involving staff in Marks and Spencer's decision-making
process. The following disadvantages are discussed:
Blurring of the relationship between the roles of management and the employees:
Employee involvement in organizational decision-making can result in a distinction between the
employee and management levels, causing management to make poor decisions that benefit
solely the employees and have no benefit to the organization. Marks and Spencer is a retailer
based in the United Kingdom [2].
Complexity in communication:
When all employees in a corporation offer comments, it can cause havoc because deciding who
the point of view it should be taken into account will be a major challenge for the organization
or management, and communication between managers and employees will be muddled. If the
communication between the employee and the employer is unclear, it might lead to a
communication gap, in which case any critical information provided by the employee will not be
communicated to the employer, providing the competition an edge.

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Organisational Behavior

3.2 Explain different ways to motivate employees:

Marks and Spencer staff might be motivated in a variety of ways. Here are a few examples:

 Giving rewards to employees for good work will have an influence on Mark and Spencer
by raising the productivity of the company's employees, as the employees will work
harder in exchange for the incentives.
 Flexibility in working conditions: Employees who are more comfortable working flexibly
will be more confident, and as a result, the company's performance will improve as
employees are willing to work different shifts.
 Employees will be more physically and psychologically fit as a result of recreational
activities, which will benefit Mark and Spencer by reducing work deviation [6].
 Bonuses and allowances will improve the relationship between the employer and the
employee, and as a result, the employee will feel more comfortable sharing difficulties
with the employer, which will benefit Mark and Spencer by increasing productivity at
work.
 Employees who are promoted on time are less likely to leave for other organizations,
which benefits Mark and Spencer by lowering training costs for new employees [3].

Conclusion:
In the end, all of the issues discussed are based on Marks and Spencer. The characteristics of
numerous organizational systems are examined, including Hierarchical, Matrix, and Flat
structures, with Marks and Spencer adhering to the Flat structure. An explanation of how an
organization's culture might affect its effectiveness is also provided [4]. This section discusses the
effects of learning on employee performance. This article discusses the benefits of working in a
group. Different leadership theories are presented in detail, including scenario leadership,
contingency leadership, and system leadership. Here, several views of leadership behavior, as
well as professional relationships and exchanges, are demonstrated. Finally, the various methods
of motivating employees, as well as their benefits and drawbacks, are discussed.

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Organisational Behavior

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1043.
[2] Pasiecznik, I.W.O.N.A. And et.al, 2017. Local community e-waste awareness and behavior.
Polish case study. Environment Protection Engineering. 43(3).
[3] Salzberg, A.C., Gough, M.Z. and Suen, I.S., 2019. Sustainable innovation behavior in
restaurants. Journal of Foodservice Business Research, 22(2), pp.167-190.
[4] Pantaleo, S., 2019. Creativity and elementary students' multimodal narrative
representations. Australian Journal of Language and Literacy, The. 42(1). p.17.
[5] Jena, L.K. and Pradhan, S., 2018. Conceptualizing and validating workplace belongingness
scale. Journal of Organizational Change Management, 31(2), pp.451-462.
[6] Fletcher, T.E., Carnicelli, S. and Snape, R., 2016. Leisure Studies Association: past, present
and future. Brazilian Journal of Leisure Studies. 2(2). pp.35-45.