Organizational Culture and Big Energy

This assignment presents a case study on Big Energy, a company facing challenges integrating its newly acquired units. It explores various organizational culture models (Theory X/Y, open systems) and their applicability to Big Energy's situation. The analysis emphasizes the importance of understanding employee needs, motivation, and building a positive work environment for successful integration. The assignment culminates in recommendations for Big Energy to adopt a suitable model that promotes employee satisfaction and organizational effectiveness.

Running head: ORGANISATIONAL BEHAVIOR
Organisational Behavior
Name of the student
Name of the university
Author note

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Table of Contents
Introduction......................................................................................................................................2
Discussion........................................................................................................................................3
Conclusion.......................................................................................................................................7
References........................................................................................................................................8

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Introduction
In this report, an organizational behavior (OB) study is carried out for analyzing the
behavior of individuals or groups or organizations. It assists in analyzing the employees’
motivational method, job satisfaction, emotions, psychology, attitude and personality displayed
in his or her job life (Bauer and Jenny 2014). With reference to the case study, it has been noted
that Big Energy being a market leader in the private sector, took over XYZ Energy, a key public
sector energy company. Big energy has the opportunity of influencing their new employees by
knowing their behavior, personality, attitude, etc. This specific study has an objective of
comprehending the influence of the integration model used by Big Energy while procuring XYZ
Energy on the basis of overall values, attitudes and behavior of the individuals as well as the
groups existing in the XYZ organization. It has been used for assessing the behavior of both
groups, along with the distinct performance in the organization. This distinct study has been
carried out with the help of the following steps:
 Analysis of the influence of the integration model that has been followed by Big Energy
while acquiring XYZ Energy on the basis of the overall, values, attitudes and behavior
affected by individual personality.
 Provision of recommendations for helping in motivating employees and helping in the
development of good teams.
Prior to going into the detailed analysis of the case, there must be a clear idea about the scope of
organizational behavior:
 Motivation of employees
 Influence of personality on performance

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 Creation of effective teams (Pinder 2014)
Discussion
Impact on attitude, behavior and values
After the procurement of XYZ Energy by Big Energy, the chief executive and other
functional business members were considered unnecessary, which made the employees of the
XYZ Company feel demoralized and apprehensive regarding allowing to scuffle for their job
based on their importance. Therefore, the approach of the employees began changing and the
company’s attrition rate rising high. Behavior of the employees for their organization began
changing due to their morale decreasing. Loyalty in the direction of the company’s growth
constituted XYZ organization’s value that started decreasing because of the effect of the model
of integration. The workers became irritated as no attention was paid by the management to the
wellbeing of the personnel and concentrated just on the integration procedure instead of the work
quality and long term profit. There are two theories based on which organization behavior can be
defined:
 Micro organizational behavior theory: this theory is related to the behavior and conduct
of an individual and group dynamics inside a workplace (Miner 2015).
 Macro organizational behavior theory: This theory is related to the whole organization
and even to industries, including their way of operating and their strategies, incidents and
frameworks that direct them (Miner 2015).
The values of the two organizations, Big Energy and XYZ organization did not orchestrate
between the employees and their supervisors, which ultimately went on to have a bearing on the
relational associations and on the efficiency of managerial leadership.

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The integration of the businesses had a serious influence on the staffs as their
development and progress was at risk and the inspiration was at its lowest. Therefore, the minute
Sally attempted to reason it had no outcome and employees began to dispense one after another.
Administrative services of the management at Big Energy are doubtful. The management at the
organization severely was short of in human relations skills, in which department they were
deficient in the capacity of interacting effectively with the employees of the newly acquired
organization. The study of this particular paper is based on the macro organizational theory. One
more key point of organizational behaviour is culture. Organizational behaviour hugely depends
on its culture. A company’s corporate culture is difficult to recognize, but it is extremely
important that how the organizations behave (Alvesson 2012).
After XYZ Energy was bought by Big Energy, things took a turn for XYZ, but not in a
good way. It has always been observed that at the time of mergers and acquisitions the behavior
and culture of two organizations are added for creating a business ambience that has the capacity
to strengthen or demoralize the success of an organization (Weber and Yedidia Tarba 2012). In
the context of XYZ Energy and Big Energy, operative from inside the company’s technique,
both the management from Big Energy and the employees from XYZ Energy are facing trouble
in recognizing the models of behaviour and the way the arrangements can deeply have an
influence on the performance of the company. The most important component of any
organization is its human resource or the employees as they build up the inner societal system of
the organization. They are the ones who have built up the organization and exists for attainment
of the organizational objectives. The organizations are existing for serving these people. The
employees of an organization are one vital resource that requires a lot of attention and needs to
be managed carefully (Bratton and Gold 2012). The employees of XYZ were not provided with

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proper attention and importance, which in turn decreased their enthusiasm and morale for
working under the name of Big Energy. The main cause of the problem in the merged
organization is that Big Energy could not establish any association with the scope of the
organizational behaviour.
Recommendations
It is to be noted that Big Energy failed in a lot of cases. Some of them are:
 Recognizing the feelings of the remaining workers
 Evaluating and assessing the consequences of the happening integration
 Inspecting the ideas by which the approach and behaviour of the workers can possibly be
altered.
The upper level of organization hugely needed intangible skills. Many theorists have offered
models of organizational behaviour that were not put to use by the management of Big Energy.
Therefore, it can be understood that there are numerous concerns in the newly integrated
association that had a destructive influence on the public, which ultimately made them resign
from the company. Big Energy had a wish of moving the remaining staffs just afterward the
integration of the central operations were over.
Big Energy’s integration model just concentrated on the competitive advantage of the
company in terms of making long term profits. It concentrated on the speed of integration instead
of quality, which ultimately could not lead them to success in the attainment of innovative
procedure of system and operations and further demotivated the employees remaining in the
organization (Bolman and Deal 2017). It is commended for Big Energy to turn back to the
behavioral model of organizational proficiency that evaluates the presentation of the managerial

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skills and knowledge on the people for examining behaviour of teams of an individual.
Meanwhile they must also conduct the study of OB so that comprehension of behavior and
personality can be taken care of for supporting performance (Patel, Messersmith and Lepak
2013). An organization is made by its employees, their value system and their confidence and
belief in leadership.
It is important that Big Energy understand the nature of the organization and accordingly
takes decision. Moreover, they must also investigate the atmosphere in the organization at the
time of change and even the employee requirements so that they can make use of the model that
best suits the organization for getting better results. Some of the most commended models that
are best suitable for the integrated association are:
1. Supportive Model: It hinge on extremely on leadership. Executives of Big Energy must
have buttressed and backed the remaining staffs for performing fine in their job. It was
important that they should have adjusted well with one another and assisted the workers
in developing their skills. Performance would have been better stimulated and better
outcomes acquired (Michel, Kavanagh and Tracey 2013).
2. Collegial Model: In this model the management and employees must work together in a
cooperative manner and complete their task. In this regard, everyone must labor in an
organized manner as a team, having equivalent energy, responsibility and willpower for
their errands. Big Energy must give an attempt in infusing the zeal in the remaining
workers so that they do not get disheartened with the integration and nicely accomplish
while contending with each other for acquiring the best results (Scott and Davis 2015).
3. Autocratic Model: The base of this model is power, responsibilities and roles, relative
with the employees working at Big Energy and the new employees who joined from XYZ

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Energy. It is the right of every employee to have some amount of power or authority by
which they can work and contribute to the organization. If the authorities of an
organization do not pay attention to both their old and new employees, then there are
chances of adversity growing for the long run of organizational programs and jobs
(Hurrell et al. 2013).
Following McGregor’s Theory Y is also a recommendation for Big Energy in relation to the
case study. Big Energy needs to work on improving the morale of their employees for motivating
them to perform better. Big energy must also attempt at improving the value system,
organizational culture for the employees to work comfortably and securely (Mohamed and Nor
2013).
Conclusion
The major test that Big Energy faces is choosing the best model and examining its
efficiency that would be best suitable for the newly integrated organization. The recommended
models would offer the contentment of the employee requirements. The management requires
observing, interacting and considering with the employees for getting the best results from them.

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References
Alvesson, M., 2012. Understanding organizational culture. Sage.
Bauer, G.F. and Jenny, G.J., 2014. Salutogenic organizations and change. Springer.
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Hurrell, J.W., Holland, M.M., Gent, P.R., Ghan, S., Kay, J.E., Kushner, P.J., Lamarque, J.F.,
Large, W.G., Lawrence, D., Lindsay, K. and Lipscomb, W.H., 2013. The community earth
system model: a framework for collaborative research. Bulletin of the American Meteorological
Society, 94(9), pp.1339-1360.
Michel, J.W., Kavanagh, M.J. and Tracey, J.B., 2013. Got support? The impact of supportive
work practices on the perceptions, motivation, and behavior of customer-contact
employees. Cornell Hospitality Quarterly, 54(2), pp.161-173.
Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership.
Routledge.
Mohamed, R.K.M.H. and Nor, C.S.M., 2013. The relationship between McGregor's XY theory
management style and fulfillment of psychological contract: A literature review. International
Journal of Academic Research in Business and Social Sciences, 3(5), p.715.

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Patel, P.C., Messersmith, J.G. and Lepak, D.P., 2013. Walking the tightrope: An assessment of
the relationship between high-performance work systems and organizational
ambidexterity. Academy of Management Journal, 56(5), pp.1420-1442.
Pinder, C.C., 2014. Work motivation in organizational behavior. Psychology Press.
Scott, W.R. and Davis, G.F., 2015. Organizations and organizing: Rational, natural and open
systems perspectives. Routledge.
Weber, Y. and Yedidia Tarba, S., 2012. Mergers and acquisitions process: The use of corporate
culture analysis. Cross Cultural Management: An International Journal, 19(3), pp.288-303.