Organisational Behaviour: Influence of Culture, Power, and Politics at BBC

Organisational Behaviour

INTRODUCTION
Organisation behaviour is defined as study of behaviour of human in company. It is
way of interaction of people within groups. The assignment is based on context of British
BoardCasting Corporation (BBC) which is British public service was incorporated in 1922 at
Westminster, London. Here will discuss about influence of organisation culture, power and
politics behaviour of manager at BBC. It is also discussed about content and process theory
which helps in motivating staff at workplace. There are different types of team within
organisation which assist in goal and objective of firm. It will also explain organisational
theory through which performance and productivity could improve and barriers which
decline result (Andersson, Jackson and Russell, 2013).
TASK 1
Organisational Culture
It refers values and behaviour which contributes to psychological and social
surrounding of business. It helps in influencing people interact within organisation. As per
the context of BBC theory for culture has been explained below:
Handy’s Topology
This theory has defined four types of culture within organisation which is described
below:
Power- When power remains in the hands of few people then it is called power culture. There
are less rules and regulations in such power which lies to limited individual. In the context of
BBC it has created lots of problem to employees. The decision making was very quick and
issues were not heard by authority. After appointment of new HR all problems were solve out
by the company.
Role-In this type of culture people is delegated authority within organisation hierarchy and
derives power from position of an individual. The higher authority assigned any work to any
staff which created issue for them. But now as per skill of employees work is designed for
them.
Task- In this to solve particular problem team is formed and power derived through expertise.
BBC also formed this culture to solve out problem but condition of company was not good so
many expertises resigned. But later on improved condition assist for solving issues.
Person -When people think themselves important for organisation then this culture is formed.
The accountant and lawyer are common for all types of business. There are many staff who
though themselves very significant for BBC and did not perform task assigned. After
improvement of situation BBC follows policies and regulations (Ashkanasy and Humphrey,
2011).
Hofstede’s work

This theory has divided six dimensions of culture which are described below:
Power distance index- It is type of degree inequality exist which is accepted between people
without power and with power. In BBC the power person give orders to subordinates without
seeing any other factors.
Individualism versus collectivism-In this type of culture dimension when individual performs
work issues may arise but is performed with team and collective result is achieved. There are
many people with various skills which give good output to firm by doing wok collectively.
Masculinity versus femininity-This culture has been faced by BBC staff on the basis of
gender pay. The female were getting less money as compared to male. This results in labour
turnover in business (Avey, Palanski and Walumbwa, 2011).
Uncertainty avoidance index- It means coping up with dynamic environment. Every firm
need to make such plans to avoid from uncertainty. Here, BBC has faced issues because of
ineffective plans and policies which harm organisation.
Long term versus short term orientation- Every organisation should make plans and policies
for long term which should focus on short term for achievement. This helps in sustainability
and survival.
Indulgence versus restraint- There should be more indulgence in activities and less restraint.
Indulged helps in achieving result for firm whereas restraint is pessimistic behaviour and
more controlled. If BBC has followed culture of indulgence then it does not have to face any
issue.
Power
It is the way of doing something in different way. It is also ability or capacity which
influences others. Every person with good position has power to impact others.
French and Raven’s power
This theory was given by French and Raven in 1959 which divides power into five
categories which is described as below:
Legitimate- This arises from belief in which people has right to demand and expecting others
for compliment. The rewarding and punishing is part of this power. This helps in motivating
staff at BBC for accomplishment of goals and objectives.
Reward -When employees get price and compensation for work then it is called reward
power. If staff is getting rewards for the performance then they work for goal achievement.
BBC condition gets worse because they didn’t provide rewards to their employees.
Expert- The person possesses high skills and knowledge then it is called expert power. This
is required in every firm for solving complicated task. BBC also requires such power for
achieving output.
Referent- This is the affiliation which is made for known group or person. This can bring
positive and negative output. The BBC employees can use this power for others to provide
them job through their reference which may leads to skilled and unskilled staff hiring (Bolino
and et. al., 2013).

Coercive- When someone is forced for doing work against their will then it is called coercive
power. It is type of punishment (Carpenter, Berry and Houston, 2014). Most of employees at
BBC worked against their permission.
Political behaviour
It is the way through which one individual influence others. It is subset of human
behaviour which involves politics and power. Every organisation faces political behaviour in
their organisation.
Chanlat’s Characteristics’
According to Chanlat’s characteristics of political behaviour such issues arises of not
fulfilment of worker demands. It includes riots, strikes, lay off and lock out. These arise
because of gender pay gap, salary, payment not paid, etc. Thus company should use tools for
solving issues and retaining employees at workplace. BBC organisation also saw these
behaviour of staffs because of not fulfilment of demands.
TASK 2
a) Content and Process Theory of Motivation
Motivation is the way to achieve goal which pushes hard to work. It provides strength
to the people for achieving goals and objectives.
Content Theory
It focuses on internal factors which energize and human behaviour. There are various
theories under this out of which BBC has followed Maslow’s hierarchy need theory described
below:
Malow’s Hierarchy need theory
It describes higher and lower needs. It is classifies into five needs such as:
Physiological needs- These are basic needs such as food, cloth, shelter, water etc. Every
employees at BBC should get pay to fulfil their needs. Without this no person can live their
life.
Safety needs- Employees should get healthy and clean environment for working such as safe,
relative, freedom from threats and job security. The employees at BBC did not get safety
needs which leads job quit and labour turnover increases.
Social needs- The people live in society so they should be provided all those societal needs
which include belonging, respect, and acceptance. In context of BBC it was not seen so
condition got worse (Choi, 2011).
Esteem needs- When workers are recognised, assign important projects, achievements,
provide status, appreciated then it is called esteem needs. Everyone works for prestige,
promotion and recognition so they should be given such needs.
Self actualization needs- This is the last stage of hierarchy needs. After fulfilment of all
needs this arises. In this an individual is fully satisfied and increase potential for taking
challenges work, creativity and innovation.