Organisational Behaviour in John Lewis Plc

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University of Hertfordshire

2011
Organisational Behaviour In John Lewis Plc
Assignment 1

University of Hertfordshire

2011
Organisational Behaviour In John Lewis Plc
Assignment 1

Course Title: Organisational Behaviour
Recipient
Number of words: 2 705
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Course Title: Organisational Behaviour
Recipient
Number of words: 2 705
-------------------------------------------------

Table of Contents
INTRODUCTION3
MOTIVATION AT JOHN LEWIS4
Maslow hierarchy needs5
Herzberg’s two-factor theory5
Taylor Scientific Management5
LEADERSHIP AT JOHN LEWIS6
Trait theory7
Style or behavioural theory of leadership7
Sources of power8
Manager v leader8
CULTURE AT JOHN LEWIS9
CONCLUSION11
REFERENCES12
BIBLIOGRAPHY15
APPENDIX 1. Maslow’s hierarchy of needs20
20
APPENDIX 2 Difference of hierarchy needs for different type of employees:21
APPENDIX 321
Training to give the best customer service22
APPENDIX 4 Two-factor Theory of Motivation.22
22
APPENDIX 5 Taylor’s Theory of Motivation22
APPENDIX 6 Table from Annual Report Reward Management 201123

INTRODUCTION

The John Lewis Partnership, as we know it today, came into being in 1929 under the Chairmanship of Spedan Lewis. It currently has 28 John Lewis department stores from Southampton to Aberdeen, 223 Waitrose supermarkets from Plymouth to Norwich. It also has several manufacturing subsidiaries which produce bedding and wooden furniture. Also it owes a 4,000 acre Leckford Estate in Hampshire which grows apples, pears, mushrooms, and produces milk, poultry, and eggs for sale in the Waitrose Supermarket chain. It also has an online shopping service, John Lewis Direct, as well as an agreement with internet grocer Ocado to deliver Waitrose products. It currently employs 64,000 to 76,500 (Wood,Zoe and Kollewe,Julia, 2011) staff (on different sources). Key numbers for fiscal year ending January, 2010:

Sales: £ 7,421.5 million
One year growth: 28.6%
Net income: £ 306.6 million
Income growth: (50.5%)
(John Lewis Partnership, 2010)
Profit sharing remains central to its partnership’s philosophy. Its present CEO and Chairman of the Board are Andy Street and Charlie Mayfield respectfully. Both have maintained the constitution, laid down by Spedan Lewis, which is the foundation of the ‘Partnership’s’ ethos and why the large majority of its employees are loyal and happy. This report will aim to investigate the organisational structure of the ‘Partnership’ along with its culture and beliefs. It will describe the current leadership under its Chairman of the Board Charlie Mayfield (Charley, 2011), and apply this to various leadership theories along with team building, motivational politics and corporate culture.

MOTIVATION AT JOHN LEWIS

Motivation is a system of incentive forces which help the individual or group to find the drive to complete a task or goal. Within the retail industry as with many other industries a motivated workforce is more willing, cost less and has higher productivity. There are in existence a number of motivation theories. These include: * Maslow hierarchy of needs

* Herzberg two factor theory of motivation
* McGregor
* Taylor Scientific Management, etc.
Theories of motivation have undergone immense changes through to the present day. Satisfaction of hygienic needs is not enough to motivate a modern worker. Society requires a higher level of work satisfaction. The form this satisfaction takes different levels from base aspects such as survival factors to self-actualisation achievement. (Maslow, 1987). An a good example of this is the Constitution of John Lewis which states "the happiness of all its members, through their worthwhile and satisfying employment in a successful business" (John Lewis Partnership, 2009) The founder of the John Lewis Partnership, John Spedan Lewis, was a first owner of business...
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