This report focuses on the different types of organisational behavior and how they apply to Morrison's supermarkets. It looks at the work of F.W. Taylors Scientific Management and Motivation (Hertzberg and McGregor). Complete with Harvard referencing and 3,191 words, 21 pages.

1. The Organisation (Written Report)
1

2. Contents and Appendices
Executive Summary 3
Scientific Management in its Historical Context 5
The Human Relations (Neo-Human Relations) in its Historical Context 6
Motivation in its Historical Context 7
Scientific Management & Morrisons 9
Motivation & Morrisons 11
Appendix 1 : A Number of Approaches 14
Appendix 2 : Basic Model of Motivation 15
Appendix 3 : Hertzberg’s Two-Factor Theory 16
Appendix 4 : Hertzberg’s Two-Factor Theory 17
Appendix 5 : F.W. Taylors Scientific Management Model 18
Appendix 6 : Maslow’s Hierarchy of Needs 19
Appendix 7 : Motivating Knowledge Workers 19
References 20
(3197)
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3. Managing Organisations
Executive Summary
Learning Outcomes
 Identify to the extent as to which models/.concepts/ideas relate to your
organisation.
 Analyse the effect of using such ideas in the management of change.
 Understand the key theoretical approaches in the organisational behaviour and
their application
 Understand the role of organisational behaviour and its historical context
 Skills of critical thinking and analysis in the evaluation of concepts and theory in
organisation behaviour.
Scope: This assignment focus on the ideas, roles, and concepts of organisational
behaviour, in their historical context as well as their application into today’s working
society. The organisation concerned in this report will focus on the UK based retailer,
Wm Morrisons Supermarkets PLC and examines how these organisational
behavioural concepts are applied to the retailer in their operational practices. There
are three levels of analysis, which are the influences of organisation behaviour; these
are individual level, group level and organisational level. This report will look at the
Individual level and the Organisation level, more specifically motivation and
management respectively.
Limitations: there will be limitations with regard to obtaining primary source of
information as to how Morrisons managed the change when they took over Safeway’s
so where necessary; will make some assumptions on some areas of the analysis.
Findings: The study of motivation is why people do what they do. Motivation,
according to Mullins, 2007) is a personal trait of organisational behaviour and may
variables influence the motivation of an individual through attaining personal goal,
weather its recognition and status, or impersonal goals such as pay and company
perks. Many models have demonstrated, in picture, form what motivation is created
by many academics and physiologists which look at the basic human instinctual needs
3

4. right through what is known as self-actualisation (Maslow, 1959) where the individual
has achieved everything there is to be achieved. Scientific management also comes
into play within the general operations of the business. Because of the legal and
regulatory ‘red-tape’ which restricts their operational movements, this needs to be
communicated down to the workers who are the ‘face’ of the business and who have
the power to trade illegally of desired (i.e. illegal merchandising and price
discrepancies). Gray (1975) believed that there was a component of motivation of
people known as introverts, who were not only motivated by rewards, but were also
motivated to avoid punishment. To apply this theory to the real world, Morrisons have
a disciplinary and gravened procedure for employees who evidence against them for
gross misconduct. However, scientific management is also used to apply
standardisation to job roles within their stores and to ensure all operands are uniform
with company expectations. These types of can be seen in Insert 1: A number of
approaches, creating a hybrid model, where organisational behaviour, structure,
technology, and decision-making approached can be incorporated.
Management (Organisational Level)
This section will focus on the approaches of management in the organisation. We will
look at scientific management as well as the human relations approach, and on the
individual level, the motivational theories and concepts and how they are applied to
the retailer as well.
Scientific Management in its Historical Context (Insert 1: Scientific Management
Model)
The idea of Scientific Management was founded F.W Taylor (1857-1917) and,
according to Cossette (2002), Taylors works have generated the most interest among
professionals and academics out of all management sciences . He was known as the
‘Father of Scientific Management’ and was concerned with increasing output within
the workplace by monetary incentives and through formal organisational structure. He
was writing at a time of the industrial revolution where there was a large-scale
industrial reorganisation with new forms of technology being implemented into new
working environments. Taylor was concerned with improving the worker-manager
relationship with the larger aim of improved industrial proficiency (Mullins, 2007).
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5. The form of management is also known as the machine theory model because Taylor
regarded the workers as viewed as isolated components of the manufacturing process,
not as human beings, and purely motivated by monetary reward (Mullins, 2007).
Taylor used scientific management practices to derrive 'one best way' to do a job, with
no room for deviation from that process. He also came up with five principals of
Scientific Management:
• A clear diviision of tasks and responsibilities between managers and workers.
• The use of Scientific methods to determine 'one best way' to do a job.
• A Scientifice selection of a person to do a new job/task.
• The training of the selected worker for a specific job.
• Survelince of workers throuth hircachy and close supervision.
Taylor (1907) stated that Taylorism had little concern for worker psychology. Nyland
(1995) stated that scientific managers had little room for worker psychology; a
transcript of F.W.Taylor, (Journal of Management, 2008) states that ‘We do not want
their imitative. All we want of them is to obey the orders we give them, do what we
say, and do it quick’. He also further states that ‘We do not let them think, we do the
thinking, we do not ask our men to think’ and ‘we will not let them think n the
opposition to what we say’. The widest known example of Taylor’s work applied to
the real world is to the Bethlehem Steel Company in the United States, where he was
concerned with establishing principals within this line of work to maximise the load
of Pig Iron the workers employed by the steel company could carry, at the optimum
wage. (Taylor, 2008, pp. 214). Taylor’s scientific practices also go beyond focusing
on the workers in the workplace and goes on to the selections of workers to do a
specific job. Referring back to the Bethlehem Steel Company, Taylor (1907) states
that, after selecting a man who can handle 47 tons a day, whereby previously they
were only moving 12 and a half tons per day, it requires an ‘art to make those men
carry that 47 tons and be content, and not kick, not have a strike, and not have labour
issues’. He goes further to state that the way in which he approaches a man to
convince him to do double the tonnage he is currently moving of Pig Iron, goes back
to not asking for a man’s initiative. Asking for that man's initiative, he will tell you
what he feel he can carry and a debate will begin between the manager and the
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6. worker. Instead, linking the theory that all men are motivated my monetary incentives
along, Taylor asks a man if he is a ‘high-price man’ ( the definition of a ‘high-price
man’ us one who does just as he is told and is the differentiator between these and a
man who is paid $1.15 to a day) who he can pay $1.85 a day to, he then get that man
to prove that he can move 47 and a half tones of Pig Iron through a trial period for
that man, if he does not have the strength to carry that load, he cannot stay with the
firm. This method, they do not even discuss the tonnage that man is required to carry
(Taylor, 2008).
In summary, Taylors style of management concerns increasing the output of a firms
production through ‘streamlined’ and standardized work practices, which are timed to
the minute, and are not to be deviated from. Taylor believed that each worker was
motivated by economic incentives alone. He asks from every man is to do as he is told
and does not ask for his initiative or any suggestion to do a particular job in a ‘better’
way. (Taylor, 2008: Nyland, 1995: Mullins, 27). Scientific management is also linked
to the beaurcracy of an organisation, which concerns rigid structures, set procedures
and the dividing or authority.
The Human Relations (Neo Human Relations) Approach in its Historical
Context
The Human Relations Approach can be seen as an opposite to the Scientific
Management Approach (or Classical Management Approach) in that, whilst Classical
Management is implemented to increase productivity through an extremely
impersonal approach to their workers, the human relations approach takes into
consideration the workers’ physiological and social needs of the informal
organisation, as well as improving the managerial process. One major contributor to
the neo-human relations approach was Maslow. Maslow developed a theoretical
framework of individual motivations and individual personal developments. Other
contributors to the neo-human relations approach where Hertzberg and McGregor
who derived two factors that were linked to work content among individuals, these
were hygiene factors and the motivators. These are explained in the ‘Motivation’
section of this work
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7. Motivation (Individual Level) in its Historical Context
The study of motivation concerns why people behave in a certain way (Mullins,
2007). It concerns why people choose a course of action in preference to another, and
why people continue to use that course of action. ‘Motivation’ as a term can be seen
as an internal state making way for a desire of feeling of personal onus to act
(Westwood, 1992, pp. 288) whereas satisfaction, according to Warr (2002, pp. 1) is
the extent to which people are satisfied with the work they do. This is usually a study
over a long period of time and in conjunction with facing certain difficulties and
problems (Mullins, 2007) (Insert 2: Basic Model of Motivation).
Mitchell (1982) identifies the four main underlying values of the theory of motivation.
These are that motivation is seen as an individual phenomenon, it is assumed to be
under the workers control, the two factors of importance are (i) what the ‘arousal’
factor is, and (ii) the direction of behavioural choice, and the force of an individual to
engage in a desired behavioural characteristic. Motivation is multi-faced.
Furthermore, motivational theories are used to predict behavioural characteristics of
individuals and do not concern the behaviour itself, nor the performance of the
worker. It is used to assess the internal and external factors, which give inspiration to
a person’s choice of behavioural action. Mitchell (1982) further summarises
motivation as the degree to which an individual wants and chooses to engage in
certain specified behaviours’
The concept of motivation is a certain personal driving force within individuals to
which to attempt a personal need or goal and is illustrated in Mullins (2007, p 251).
Looking at the needs and expectations of work, Farren (1989) states that there are 12
human needs in society, these are home/shelter, learning, economic, work/career,
well-being, social relationships, spirituality, environment/safety, community, leisure
and mobility. The needs and expectations of work can be divided up in number of
ways, such as physiological and social, intrinsic and extrinsic motivational factors.
Focusing on the former, extrinsic are focused on monetary rewards or other tangible
rewards. Intrinsic motivations are related to psychological rewards, such as a sense of
achievement, positive recognition, being treated fairly and equally and receiving
appreciation.
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8. F.W. Taylor, the father of Scientific Management, which was based on economic-
needs motivation, dissected the rational-economic concept of motivation. He believed
that workers were motivated by receiving the highest waged through working the
most efficient way. This is especially the case for people who are in occupations
where there is little enjoyment and little opportunity for career advancement, such as
the hospitality industry in jobs such as dishwashers, according to Mullins (2007) it
seems that these people are motivated primarily by money. Money as a sole motivator
to work depends on to what extent other personal circumstances and other
satisfactions they get from working (Mullins, 2007). However, there are many other
factors that contribute to motivation, such as the feeling of being recognised and
valued by other individuals. There are many theories to explain the nature of
motivation within the workplace.
Maslow’s (Insert 6: Maslow’s Hierarchy of Needs) work in individual development
and motivation is primarily based on human beings always wanting more, and what
they desire to want is determined by what they currently have. Therefore, Maslow
developed a hierarchy of eight total ‘needs’ of the human being. Looking at Figure
7.5, these needs depicted need to be satisfied before the next need becomes the
motivator with only unsatisfied needs become the motivating needs.
Hertzberg and McGregor’s Two-Factor Theory (Insert 3 & 4 Hertzberg's Two-
Factor Theory) suggests that, upon interviewing both engineers and 203 business
accountants (these were selected to be interviewed because they played a dominant
role in the business world), the analysis carried out by Hertzberg depicted two major
factors which played an important role on motivation and work. Hertzberg at al
(1959) stated that satisfaction and dissatisfaction where not opposite extremes but two
separate factors caused by very difference ‘facets’ of work. This was known as the
two-factor theory on motivation and job satisfaction. The factors which are related to
the context of the job itself, its environment, policies, salary and relations with other
co-workers and which if were absent would cause dissatisfaction to everyone
concerned, and are classed as extrinsic to the job are called Hygiene Factors. The
other set of factors, which serve to motivate everybody within that work environment,
are known as motivators, which are intrinsic to the job and include recognition,
8

9. development, achievement, and responsibility. It is important to note that these set of
factors, depending in the strength, will achieve satisfaction or not satisfaction, but not
dissatisfaction. To summarise, hygiene factors are present to serve the absence of
dissatisfaction, whilst motivators are present to motivate the individual to improve job
performance and may achieve satisfaction but not necessarily dissatisfaction.
(Mullins, 2007 : Eracelous & Chamorro-Premuzic, 2009)
However, these studies were only directed towards professionals and not to ‘blue
collar workers’ according to provenmodels.com (2009)
Scientific Management and
Morrisons
The second section will look at how each type of organisational behaviour, that is,
scientific management and motivation, is applied to the UK-based retailer Morrisons.
More specifically, the report will focus on their Market Street Seafood Preparation
Department as well as their Health and Safety Training each employee receives
during their induction period upon joining the Company.
With Morrison’s being an open-food retailer, there are many strict guidelines
concerning hygiene and Health and Safety in the workplace. Workers are handling
raw food on a daily basis; therefore, there are many legal obligations, which the
worker has to meet in order to be able to work on such departments. Furthermore,
there are also company procedures which have to be met regarding counter
merchandising and food preparation and, because Morrisons pack most of their fresh
products in-store, fresh food personnel have to adhere to strict packing methods using
a step-by-step guide which goes beyond the health and safety and regularity
requirements to the packaging of such foods, such as presentation of the food product,
the layout and labelling systems in order to achieve standardisation of such
presentation and mechanising factors. However, even still there are some legal and
regulatory requirements which merge in with such company policies in order to be
able to adhere to them and ensure that the retailer are performing to within the legal
framework. However, looking at the macro-environmental factors, which affect such
matters, is outside the scope of this report.
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10. Hand Washing Procedure
The company have set out a standardised ‘hand washing procedure’, where there are
posters displayed at every hand wash basin, complete with pictures, a step-by-step
guide and at each stage of the process, displays a time on long each process should
take. However, many employees ignore this because employees have been washing
their hands competently and unaided from quite a young age, this can be seen as
slightly patronising and that few people will actually take it seriously. People would
have developed their own style of hand washing and would tend to ignore the hand
washing procedure set by the company.
Counter Merchandising Procedures
The company have set out a standardised layout of the merchandising counter which
each store must adhere to, whereby this ensures that the most expensive product lines
are within the customers direct eye line whereas the cheaper lines are to the sides of
what they call the ‘main crown’ which contains the ‘core range’ of seafood and this is
set in the middle of the counter.
Special/Additional Merchandising Procedures
All live shellfish have their own merchandising procedure where by preserving them
and that they are sold live. Each step is outlines below:
 Place a gastro-norm tray buried in the ice-bed
 Fill it halfway with ice
 Place one layer of deli-wrap over the ice
 Place the Oysters/Mussels cup-side down
 Spray regularly
Food Preparation
Each fish must be cut and prepared in a specific way, which is referred to as the
‘Morrison's way’. The manual conducts a scientific approach over how each step
should be taken in order to achieve the finished product, whether it is a fillet, a steak,
a gutted, skinned, or a scaled fish. This scientific approach is taken in order to
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11. maximize the amount of fish the worker sells and minimizes the waste of the fish left
on the cartilage. There are many ways to fillet or gut a whole fish, and workers will
find a way to prepare their stock in their own style. As a result, as it’s not ‘policed’ on
whether the worker prepares the food the ‘Morrison's Way’ or not, the standard
procedure does tend to be overlooked.
Packaging Procedures
As well as serving fresh seafood over the counter, there is also an express service
whereby customers do not have to wait to be served over the counter if there are large
queues. Workers can pack fresh fish to a set packaging specification whereby they
select the correct tray size, lay the fish out in the tray in the correct position, and place
the parsley in the correct position with the seafood. They then have to label this once
wrapped, placing the labels in the correct position on the packaging and, with their
manual, setting clear instructions through weekly bulletins as the promotions change,
on where any promotional labels should go as well.
Motivation & Morrisons
Motivation will concern looking at the firm as a whole about how motivation of their
employees applies to Morrisons.
In their ‘Values in Action’ section of the Annual and Financial Statements 2009
(2009), they state that ‘Our aim is to attract, motivate, and develop skilled people to
ensure that Morrisons becomes the food specialist for everyone’ Morrisons have
undergone a major transformation in their training programmes. Previously,
Morrisons have only provided in-house on-the-job training, which is still used today,
however, they now have introduced NVQ qualifications (The Grocer, 2009) in
hygiene and food preparation as well as their Fresh Food Academy which aims to
strengthen their position within the food industry as being the ‘food specialise for
everyone’ (Morrisons Annual and Financial Reports, 2009). This can be classed as a
Motivator component of Hertzberg two factor theory that concerns power,
recognition, and status of the employee. Another imitative which contributes to the
motivator factor are their ‘Leading the Way’ Programme which aims to develop
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12. people internally to develop and promote opportunities for senior, management and
leadership careers within the business Furthermore, Morrisons also address the
hygiene factors through employee engagement practices and surveys which ask the
employee what could be improved about their working environment, company
policies and anything that are seen that could be improved and therefore, remove the
dissatisfaction for working in the current environment. According to Hertzberg, this
will not necessarily motivate the employee but just remove the dissatisfaction.
However, there has been a debate between academics as to whether hygiene factors
really contribute to job satisfaction (Furnham et al, 1999: Warr 1987). Maslow’s work
can also be applied to motivation through the employee achieving the different levels
of the hierarchy, accumulating to self-actualisation. According to a research paper
carried out by Eracelous and Chamorro-Premuzic (2008) hygiene factors can also be
interpreted to be associated to power and recognition. They also go on to states that
research suggests that people in lower positions, such as graduate level or non-
managerial level, are more concerned about their working environment than people in
higher positions. They suggested one reason for this was because people in higher
positions, who have achieve a higher level in Maslow’s Hierarchy of Needs, take pay,
and working conditions for granted. (Warr, 1987). Tampoe’s theory on the motivation
of knowledge workers is those that apply their knowledge to a specific area in
practical terms to obtain a commercial or personal goal. He also stated that creativity
and innovation should be encouraged but restricted to realistic commercial
constraints. To apply this to the Morrisons, these is seen through their training
programmes and their Visions and Values, which are the components toe company
operate to and which encourage employees to find new ways of carrying out their
day-to-day operations and being creative (Insert 7: Motivating Knowledge
Workers)
Conclusion
The study of motivation is why people do what they do. Motivation, according to
Mullins, 2007) is a personal trait of organisational behaviour and may variables
influence the motivation of an individual through attaining personal goal, weather its
recognition and status, or impersonal goals such as pay and company perks. Many
models have demonstrated, in picture, form what motivation is created by many
academics and physiologists which look at the basic human instinctual needs right
12

13. through what is known as self-actualisation (Maslow, 1959) where the individual has
achieved everything there is to be achieved. Scientific management also comes into
play within the general operations of the business. Because of the legal and regulatory
‘red-tape’ which restricts their operational movements, this needs to be communicated
down to the workers who are the ‘face’ of the business and who have the power to
trade illegally of desired (i.e. illegal merchandising and price discrepancies). Gray
(1975) believed that there was a component of motivation of people known as
introverts, who were not only motivated by rewards, but were also motivated to avoid
punishment. To apply this theory to the real world, Morrisons have a disciplinary and
gravened procedure for employees who evidence against them for gross misconduct.
However, scientific management is also used to apply standardisation to job roles
within their stores and to ensure all operands are uniform with company expectations.
These types of can be seen in Insert 1: A number of approaches, creating a hybrid
model, where organisational behaviour, structure, technology, and decision-making
approached can be incorporated.
13

14. 1 A Number of Approaches (Mullins, 2007)
14

15. 2 Basic Model for Motivation
15

16. 3 Hertzberg’s Two-Factor Theory
16

17. 4 Hertzberg's Two-Factor Theory
17

18. 5 F.W Taylor's Scientific Management Model
18

19. 6 Maslow’s Hierarchy of Needs
Figure 7 Motivating 'Knowledge' Workers
19

20. References
Mullins, L.,2007. Management and Organisational Behaviour. 8th ed. Harlow:
Pearson Education Ltd.
Wm Morrison’s Supermarkets Plc, 2009, Annual and Financial Statements 2009.
[Online] Available at http://www.morrisons.co.uk/
[Accessed 16th September 2009]
Warr, P.B., Cook, J. And Wall, T.D, 1979. Journal of Occupational Psychology.
Scales for the measurement of some work attitudes and aspects of physiological well-
being, 24 (8), pp. 765-779
Westwood, R. Organisational Behaviour. South East Asian Perspective. Longman,
Hong Kong
Hertzberg, F., Mauser, B. And Snyderman, B.B., 1959. The Motivation to Work, 2nd
ed. John Wiley and Sons, New York, NY
Furnham, A., 1992. Personality at Work; the Role if Individual Differences in the
Workplace, Routledge, London
Mitchell, T.R., 1982. ‘Motivation: New Directions for Theory, Research and Practice.
Academy of Management Review, 7 (1), pp. 80-8
Gray, J., 1975. Elements of a two-process Theory of Learning, Academic Press,
London
Furnham et al., 2008. Personality, motivation, and job satisfaction: Hertzberg meets
the big five. Journal of Management Psychology, 24 (8), pp. 765-79
20

21. Nyland, C., 1995. Taylorism and hours of work. Journal of Management History,
[Online]. 1 (2). Available at: http://www.emraldinsight.com/
(Accessed 5th January 2010)
Taylor, F.W., 2008. Report of a lecture by and questions put forward to Mr F.W.
Taylor: a transcript. Journal of Management History, [Online]. 14 (3),
Available at http://www.emraldinsight.com/1751-1348.htm
Accessed 5th January 2010)
Cossette, P., Audet, M (1992), "Mapping of an idiosyncratic schema", Journal of
Management Studies, Vol. 29 No.3, pp.325-47
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