Organisational Behaviour Analysis and Leadership Styles

This assignment provides a comprehensive analysis of organisational behaviour, including its definition, characteristics, and impact on employee motivation and job satisfaction. It also explores different leadership styles, such as path-goal theory, and their effect on team performance and goal achievement. Furthermore, it discusses the importance of cultural change in organisations and how it can be implemented through strategies like prosocial organisational behaviour. The assignment references various books and journals that provide insights into these topics.

ORGANISATIONAL
BAHAVIOUR

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 (a). Organisational culture in BBC using Handy's Cultural Typology..................................1
P1(b). Cultural, power and political impact on employees behaviour in BBC . .......................2
TASK 2............................................................................................................................................3
P2(a). Content and Process Theories of motivation....................................................................3
P2 (b)Impact of motivational theories for team effectiveness in BBC.......................................4
P2(c)Levels of motivation that helps to achieve BBC goals. .....................................................4
TASK 3............................................................................................................................................5
P3(a) Different types of teams in BBC.......................................................................................5
P3(b) Team effectiveness in BBC related to Team Theories......................................................6
TASK 4............................................................................................................................................7
P4(a) Improve team performance using path goal theory...........................................................7
P4(b) Barriers to effective performance......................................................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Organisational behaviour is the learning and analysing of how an individual reacts and
communicates in an organisation. An individual can behave same in different situations or he can
react different in the same situation at different point of time. Hence, Organisational behaviour is
studied to increase the output from individual group members. The British Broadcasting
Company, popularly known as BBC is the earliest formed national telecasting association, being
established in the year 1922 i.e. 95 years ago. It is also the largest mass media association in
terms of employees, with around 21000 employees working with it either in part time, full time
or with flexible timings (Bissell and Dolan, 2012). Since, it is a challenging task to manage such
a large number of employees as every employee is a separate individual and react differently it is
very important to study and analyse the cultural and political behaviour of its employee to
motivate them in such a way that it maximises the output with the best available resources and in
the least amount of time.
TASK 1
P1 (a). Organisational culture in BBC using Handy's Cultural Typology
Handy’s four form of organisational culture: According to Charles handy organisation
culture is divided into four types namely power culture, role culture, task culture, and person or
support culture. He explains that why a person behave differently in different organisations.
Illustration 1: Handy's Four Classes of Culture,
2017
Power Culture: Handy compared the power culture in an organisation to a spider web
where all the important employees are settled in the centre and the remaining employees are on
corners surrounding them. These centre seated employees influence a lot as they are also the
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senior management of organisation. The nearer you are to the centre more they influence you.
Organisation with this type of culture react rapidly, and if the decision is not correct it might
have adverse effect on the company in the long run (Christina and et. al2014). Hence, other
employees in such association are required to know what is expected from them and work
accordingly. In BBC, the senior management is required to train its new employees and give
them a complete knowledge about the company, how it works and how they will contribute to
achieve its objectives. This will help the new employees in adjusting to the need of the firm and
will work more confidently.
Role Culture: Companies with role culture are dependent on rules where every
employee has a role to play with different set of rules applying on them. This type of
organisation work in a hierarchical structure and hence the decision-making process takes longer
time than in flat type of structure. Organisations following this culture is successful in the long
run but it is not flexible in adapting change because an employee is required to work according
to his post and not as per his personal capabilities. In BBC, the management works on hierarchy
culture basis. It has different department like design, research, IT, finance, marketing and so on
and each department has a separate head with all the heads reporting to company CEO.
Task culture: In this a company form teams to complete a particular project or to
identify a problem. It is project oriented job. BBC often hires young teenage employees on
project basis. They are assigned small tasks and are also explained how will they contribute to
complete the given task (Coccia, 2014). This give young creative talents an exposure to the
working environment in actual job and also enhance their talent.
Person Culture: In this, individuals consider themselves superior than the organisation.
It only serves the purpose of satisfying personal needs and not accomplishing the objectives of
company. BBC being a hierarchical structure organisation does not support this culture as rather
than individual growth it gives more importance to meet the requirement of its viewers.
P1(b). Cultural, power and political impact on employees behaviour in BBC.
Power and Politics are two important pillars of any organisation as it has a great impact
on how the employees will behave (positively or negatively) in relation to the decision taken by
organisation and their communication level with the superiors, colleagues and subordinates.
Previously in BBC the employees criticised the hierarchical culture as there was limited scope
for growth and promotion. The employees also complained about not getting timely and
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adequate pay. This demotivated the employees and they would leave the organisation but today
employees are encouraged to work positively by involving them in the decision-making process,
giving monetary reward, on time payments, giving recognition to the work done by them and
promoting sideways. This helps employees to connect with the association and remain with them
for a longer period of time.
P2(a). Content and Process Theories of motivation.
Motivation means to inspire an individual behaviour by giving him different motivations
to work to his full potential and accomplish the desired outcomes. It is the obligation of
managers and leaders to keep their employee in high spirit by constantly giving them various
reasons from time to time. Due to its significance importance philosophers have come up with
various theories which can be applied dependent on the association, its requirement and its
employee’s behaviour. They have classified them as Content theory and Process theory.
Content Theory: It is precisely related to an individual’s requirement that keeps
changing every once in a while. Content theories are Maslow’s Hierarchy of Needs theory,
Herzberg's Two factor theory and McClelland: Need for achievement, affiliation and power
theory.
Abraham Maslow developed a five-tier psychological theory based on different levels of
Pyramid Namely Physiological needs, safety need, social need, self-esteem need and self-
actualisation need. According to the outcomes of this theory as an individual grow so does his
need. With the satisfaction of basic need being that of food, clothing and shelter other needs
keeps on adding and unless the lower need is satisfied the upper need will not arise. In order to
please himself he will himself be motivated to work harder in the best of his capability.
Herzberg theory suggests that there are certain factors that provide satisfaction and
certain other factors that provide dissatisfaction among employees this is because they don't have
long term effects. He classified these factors as hygiene factors and motivators.
Process Theory: It explains how individual thinks and behaves accordingly. Process
theory includes reinforcement theory, expectancy theory and equity theory.
Reinforcement theory: It suggests that along with reward for work performance an
employee must also be penalized for any wrong act (Dobrow, 2013). This fear of being punished
will motivate him to work in his full capacity.
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Vroom's Expectancy Theory: Every employee behaves differently based on his
personality and past experience. Hence what is reward for one employee may not be motivation
for other employee.
P2 (b)Impact of motivational theories for team effectiveness in BBC.
For increase in productivity and for team effectiveness it is very essential that companies
motivate their employees from time to time. Organisations relies on the outcome of motivational
theories suggested by philosophers to achieve company targets. Since every theory has some
shortcomings BBC is required to adopt a combination of these theories. It is assumed that every
employee work for money but in addition to it some seek growth, some want to be a part of
organisation It can satisfy them by providing adequate salary, incentives, fringe benefits,
recognition for work , job enlargement and job enrichment. By using two factor theory BBC
should find and eliminate those factors which do not motivate the team members like company
work policies, timings etc. and promote those factors which achieve positive motivation like Job
enlargement and so on. BBC should reward for extraordinary work done and also deduct salary
for late coming, uninformed leave. This will motivate them to take less leave and work harder to
achieve team targets (Dobrow, 2013). As per the outcome of valency theory team managers are
required to frequently change the task given, time allotted to complete it, resources given,breaks
etc.until it reaches the best combination. This will help to know which member is best for which
particular task and enable him to get the best of its teams capabilities.
P2(c)Levels of motivation that helps to achieve BBC goals.
The growth and stability of any organisation largely depends on its employees. Thus the
more motivated employees are to work harder and productively the more company will grow and
flourish in future. However the employees gets demotivated over a period of time by doing the
same monotonous job or when they feel that now there is nothing they want the association will
be able to provide. Hence, to compete in the long run its very important that the workers are
motivated to do their best (Kitchin, 2017. Motivation is not a one time work but it is a continuous
process.
Managers and leaders are required to motivate employees by adopting fair wage method. i.e.
staff is paid according to the hours they work and given extra benefits for working over and
above its actual work time. BBC can pay according to the quality and quantity of work
performed for project based tasks. To motivate senior management it can give them an option of
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commission on target or option to share profits .It is the duty of mangers to identify the need of
workers by getting feedback for them and working on it. Subsequently they can even adopt other
non monetary measures of motivation like job rotation, job enlargement and job enrichment to
increase satisfaction level among those staff who are bored of doing routine work or who want to
do more task in addition to the present ones to help them grow in future. Team leaders or an old
employee may be given authority to train new employees thus enhancing their leadership quality.
BBC can also give free holidays to employee and its family members, car facility, rented
apartments, company loans without security. This will help the worker to concentrate on its work
and will also not leave the organisation for a long time.
TASK 3
P3(a) Different types of teams in BBC.
“Team” is a group of individual who have come together to complete a given task or
achieve certain common objective. There are different types of tea ms in BBC like functional,
problem solving, project
and virtual teams.
Functional Team: These are the teams with a certain specific function and work in an
hierarchical manner. These teams will have number of managers and junior staff. They are often
classified as departments like the research and development team, IT team, Designing team and
so on. All the members of it work together performing the functions related to its team.
Problem Solving: When the company faces a certain problem it appoints a problem
solving team whose task is to find the reason of occurrence of that problem, how to solve it and
how to prevent it from arising in future.
Project Teams: It is a team where the team members come from different functional
teams to complete a certain project (Misra and Puri, 2011). It is made for a temporary period and
the team members return back to their original teams on completion of the project. Example for a
particular show BBC can ask some members of IT, design, research, marketing, animation,
Culture to come together and they disperse once the show is off air.
Virtual Teams: In this all the team members are at different location and connect
through computer via e mail, video calling, fax, etc.
Teams formation make is easy to achieve target as the members of team are very much
clear about what is expected of them and work accordingly. However the outcome and
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shortcoming are not compared on individual basis but they are seen as team achievement.
Moreover the communication within a team is far better and transparent than the communication
process in a flat organisation without any teams (Suppiah, and Singh Sandhu, 2011). In BBC
Teams are required because there are a number of shows running at a time and when they work
in teams it creates less confusion and the team members can easily find where and how they can
improve , how to get new sponsors on the shows popularity, etc. When working on team basis it
is very easy to identify the problems, frauds in the company and to adopt changes related to
government policies, cultural difference, work timings and so on. Like the channel runs 24*7
with many shows running Live. Hence those comfortable with night shifts can come together and
work as team on night shows.
P3(b) Team effectiveness in BBC related to Team Theories.
Effective team refers to that team where the team members have a good balance of talent
and an aim to achieve something in life.
According to Tuckmans Teamwork Theory a team does not start giving results the
moment it is formed. He suggested that there are four stages in through which every team passes
before giving results . Initially its the forming stage where all the members come together and
identify what are the goals and how to achieve it. The next is the storming there is a lot of kiosk
because of their different nature , difference in opinion etc. These differences must be resolved
quickly before progressing to the norming stage. In this stage all team members work together
towards goal and delegate responsibilities. In the performing stage as all group members are
aware of what is needed of them they work in full capability resulting into immense level of
success (Thomson and Niekerk, 2012.). Along with Jensen, Tuckman added one more stage
namely adjourning stage. In this stage since the team goals are completed the members disperse
and the team breaks. Following this theory BBC should give enough time to its teams to progress
from one stage to other. It should not eliminate any stage from it because if any stage is
eliminated it will demotivate the employee and may not meet the purpose for which it was
formed. There is not much importance given to storming stage. But when the manager put
pressure of deadlines and skips this step the result achieved may not be hight this is because even
after reaching the third stage there are chances of some disagreement and personal clashes to re-
enter which may arise when any new task is given and this may affect employees productivity
and take a longer time instead to complete the task.
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TASK 4
P4 Application of various philosophies and concepts of organisational behaviour
Philosophy of an organisation refers to the norms, rules, regulations which employees are
responsible to adhere while performing their duties at workplace. All this help firm in achieve it
set goals and objectives in an effective way and at the same time provide competitive advantage
to company. Further this guide employee and helps managers in take right decision at workplace.
It motivate staff members to perform well which help enterprise in make quality products and
better satisfy the needs of its customers. In today's business environment, it is very essential for
enterprises to have skilled and motivated staff as this help firm in achieve its set goals and
objectives in an effective way. Number of motivation theories are there which can be use by
BBC to encourage its employees to work well. Motivation of employees not only helps in create
a positive work environment but at the same time reduce employee's turnover which [provide
various long term benefits to company.
(a) Improve team performance using path goal theory.
Path Goal Theory: It is a theory of leadership and was developed to portray why and
how the leader motivate their employees in order to achieve the organisations goal (Tsai and Wu,
2010). Along with this the leader is also required to show them the path or way in which they
should perform to attain the objective. The leaders in BBC are required to :
 Explain the way so subordinates know which way to go.
 Expel barricade that are ceasing them going there.
 Expanding the prizes along the course.
The leaders are require to determine the goals and execute them as per the teams
capacity. The leaders can give long project to those employees who can complete them on time
but to other employees whose capability is less the leader is required to divide the work
accordingly and give them in parts so that they don't get demotivated by not able to complete the
task. To understand the capability of each one and to know who can perform what function best
he should aim at meeting them individually and gathering from them information such as what is
there preferred field, area of interest , their preferred time, the quantity of work they can perform
and so on. This will give the leader a clear picture of how to assign them task and keep them
motivated throughout the given task and also enhance their capabilities in such a way that they
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can even multitask in future. After assigning the task leaders should receive regular feedback
from the employees. He should know how the performance is going, are the employees able to
do it and if not what are the problems faced by them. In addition to this he should also let the
employees know how well they are performing and what can be done to further improve it.
P4(b) Barriers to effective performance.
Performance appraisal is very important to keep the employee morale high and it also lets
them know how well they are performing, where they are required to improve and where they
stand in comparison to other employees (Wood and et. al. 2016.). However there are certain
barriers which restrict leaders of BBC to have a two way feedback and hence complete the
process.
Employees are sometimes too engrossed in form work that the skip the face to face
feedback. Form has limited question and sometimes employee are not able to describe the
problems faced by them. Thus the management will not get accurate information and will
prevent them to take appropriate measures. If the managers and employees don't have positive
communication then there are chances then the performance appraisal will not be effective.
CONCLUSION
The purpose of BBC company is generating profits. Hence it follows hierarchical
structure which makes it easy for flow of information from top to bottom but at the same time it
consumes a lot of time. Power and politics also play a major role and employees are now
motivated by involving them in decision making process. As there were previously many
employees leaving the organisation, BBC have adopted several motivational theories to keep
their employee morale high. This is done by adopting monetary and non monetary techniques.
For effective operation and to complete work on time team formation technique is followed.
Thus making it easy to perform task and complete them by proving necessary resources. The
association also makes sure that the team passes through all stages of team formation to prevent
any hindrance in future. The leaders and managers follow path goal approach to train the
employees and show them the right path through which the can win.
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REFERENCES
Books and Journals
Bissell, G. and Dolan, P., 2012. Organisational behaviour for social work. Policy Press.
Christina, S., and et. al2014. How organisational behaviour and attitudes can impact building
energy use in the UK retail environment: a theoretical framework. Architectural
Engineering and Design Management. 10(1-2). pp.164-179.
Coccia, M., 2014. Structure and organisational behaviour of public research institutions under
unstable growth of human resources. International Journal of Services Technology and
Management, 20(4-6). pp.251-266.
Creed, A., 2011. Organisational behaviour. OUP Catalogue.
Dobrow, S.R., 2013. Dynamics of calling: A longitudinal study of musicians. Journal of
organizational behavior, 34(4). pp.431-452.
Kitchin, D., 2017. An introduction to organisational behaviour for managers and engineers: A
group and multicultural approach. Routledge.
LA, B., 2013. Will prescriptions for cultural change improve the NHS?. BMJ.346, p.19.
Mar Alonso-Almeida, M. and Rodríguez-Antón, J.M., 2011. Organisational behaviour and
strategies in the adoption of certified management systems: an analysis of the Spanish
hotel industry. Journal of Cleaner Production. 19(13). pp.1455-1463.
Misra, S.K. and Puri, V.K., 2011. Indian economy (p. 174). Himalaya Publishing House.
Rubenstein, L.V. and Wachter, R.M., 2011. The role of theory in research to develop and
evaluate the implementation of patient safety practices. Quality and Safety in Health
Care.20(5). pp.453-459.
Suppiah, V. and Singh Sandhu, M., 2011. Organisational culture's influence on tacit knowledge-
sharing behaviour. Journal of knowledge management. 15(3).pp.462-477.
Thomson, K. and Van Niekerk, J., 2012. Combating information security apathy by encouraging
prosocial organisational behaviour. Information Management & Computer
Security, 20(1).pp.39-46.
Tsai, Y. and Wu, S.W., 2010. The relationships between organisational citizenship behaviour,
job satisfaction and turnover intention. Journal of clinical nursing.19(23‐24). pp.3564-
3574.
Wood, J.M. and et. al. 2016. Organisational behaviour: Core concepts and applications. John
Wiley & Sons Australia, Ltd..
Online
Path-Goal Theory of Leadership. 2016. [Online]. Available through
:<http://changingminds.org/disciplines/leadership/styles/path_goal_leadership.htm>.
[Accessed on 8th November 2017].
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