Organisational Behaviour: A Case Study of BBC's Cultural Transformation

This assignment delves into the complexities of organisational behaviour, using the BBC as a case study. It examines how culture, politics, and power influence individual and team behaviour, impacting performance. The study explores various motivational theories, including Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory, and their application in improving team effectiveness. It also analyzes Tuckman's stages of team development and Belbin's team role model, highlighting their relevance in fostering dynamic cooperation. Finally, the assignment applies path-goal theory to suggest strategies for enhancing team performance and productivity within the BBC.

ORGANIZATIONAL BEHAVIOR

Table of Contents
TASK 01.............................................................................................................................3
P1 ORGANISATIONAL BEHAVIOUR...........................................................................3
HANDY’S CULTURAL TYPOLOGY...........................................................................3
EARLIER ORGANISATIONAL CULTURE AT BBC...................................................6
M1 CRITICAL ANALISATION OF HOW CULTURE, POLITICS AND POWER OF AN
ORGANISATION CAN INFLUENCE INDIVIDUAL AND TEAM BEHAVIOUR AND
PERFORMANCE...........................................................................................................8
TASK 2...............................................................................................................................9
P2 HOW CONTENT AND PROCESS MOTIVATION THEORIES ALONG WITH
OTHER TECHNIQUES MAY HAVE HELPED TO IMPROVE THE EFFECTIVENESS
IN THE TEAMS AT BBC................................................................................................9
M2 CRITICAL EVALUATION OF HOW TO INFLUENCE BEHAVIOURS OF OTHERS
USING EFFECTIVE MOTIVATIONAL THEORIES, CONCEPTS AND MODELS......13
TASK 3.............................................................................................................................14
P3 IDENTIFY AND EXPLAIN DIFFERENT TYPES OF TEAMS IN BBC AND THEIR
IMPORTANCE.............................................................................................................14
M3 ANALYSING RELEVANT TEAM AND GROUP DEVELOPMENT THEORIES TO
SUPPORT DEVELOPMENT OF DYNAMIC CO-OPERATION..................................18
P4 APPLYING PATH GOAL THEORY TO SUGGEST HOW TEAM PERFORMANCE
AND PRODUCTIVITY COULD BE IMPROVED WITHIN THE BBC...........................19
M4 ANALYSING RELEVANT TEAM AND GROUP DEVELOPMENT THEORIES TO
SUPPORT THE DEVELOPMENT OF DYNAMIC COOPERATION...........................21
CONCLUSION.............................................................................................................22
REFERENCES................................................................................................................23
APPENDIX.......................................................................................................................25
1

INTRODUCTION
Organisational behaviour is an area of study that deals with various factors like
organisational psychology, organisational theory and human resource management. It
revolves around two basic components, the nature of the organisation and the nature of
man. This field is the base of human resource management, as on the basis of its data.
HRM is directed and channelized by the proper knowledge of organisational behaviour.
This assignment deals with the information regarding Organisational behaviour and how
it influence individual and team behaviour in addition to this how an organisation’s
performance is dependent on it. In addition to this, it includes the earlier organisational
culture in BBC, its drawbacks and how different theories and models are required for a
dynamic cooperation.
2

TASK 01
P1 ORGANISATIONAL BEHAVIOUR
Organisational Behaviour is a field of research which deals with improving the
organisation growth by observing the behaviour of the individual around co-workers or
bosses, or when faced a certain amount of difficulties (Wood, et.al. 2012). This analysis
of behaviour helps in cultivating desirable quality or attitude in the person for the
betterment of the organisation.
Organisational Behaviour helps the organisation to examine their workplace and find
ways to improve it. Various factors affect the behaviour of a person in the company; it
may be the relations with the co-workers, increase in workload, type of leadership used,
management plan etc. All the mentioned factors affect the performance of the worker;
thus affecting the overall growth of the organisation. OB helps in determining the factors
and predicting the behaviours of the workers.
HANDY’S CULTURAL TYPOLOGY
According to a philosopher named Charles Handy, there are four types of culture that
are followed by the organisations.
POWER CULTURE:
In such kind of organisations, special powers are provided to specific people, who act
as the decision makers of the company. These superiors assign tasks to the
employees, and the employees do not have the liberty to share their opinion in the open
forum. Superiors in such organisations can sometimes be partial to someone, leading
discomfort among others (Janićijević, 2013).
TASK CULTURE:
3

Organisations, where tasks are completed by making teams of people with common
interest, lies under this category. In this type of culture, each team member has to
contribute equally in order to complete the task efficiently (Ojo, 2012.).
PERSON CULTURE:
There exist some organisations where the people feel, they are more important than the
organisation and comes to work for the sake of money. This creates great difficulty in
the growth of the organisation as the employees do not feel connected to the
management. Eventually, the organisations suffer, as one should always remember that
organisation comes first (Nongo, 2012).
ROLE CULTURE:
In such culture job assigned according to the educational qualification, specialization
and interest of the person and is held accountable for the results of responsibility
assigned to the person. In such cultures, power comes with responsibility (Yahyagil,
2015).
4

Figure 1: Charles Handy’s Types of Cultures
Source: [WARNER, 2012]
EARLIER ORGANISATIONAL CULTURE AT BBC
BBC is the world’s oldest broadcasting organisation, which had power culture from the
beginning. This power culture used in the company resulted in abuse of powers which
lead to several crimes. This created an inhabitable work environment full of fears. BBC
did not have the culture of complaining of the superiors, which gave them more benefit
to misuse their authority.
Between the years 1959 to 2006 BBC faced major issues regarding its work
environment and culture. According to Dame Janet Smith report at least 72 employees
were sexually abused by Saville (BBC NEWS, 2016). Another power holder, Stuart Hall
abused 21 victims, of which some of them were girls under age 16. BBC ignored
several wakeup calls, and when the investigation was started, it was poorly conducted,
as no satisfactory result was obtained from the investigation. (BBC NEWS, 2016)
5

Such incident caused irreparable damage to the organisation and in order cope up with
it, several majors steps have been taken to improve the work environment and make it
safe. Such steps include reviewing and auditing all the policies, encourage people to be
the whistleblower, providing separate investigation units for the complaints, meditation
services, working with NSPCC on developing child protection policies for BBC.
Power distribution in an organisation has a great impact on the overall growth of the
company. John R.P. French & Bertram H. Raven’s stated a theory of how power
impacts the organisations. It also helps us understand that in which ways the power is
distributed in assigning the roles in a company.
1. COERCIVE POWER: It is based on the ability to influence someone to complete
its task by taking something away or threatening punishment if the person does
not follow the instructions. According to French and Raven, the power is related
with positivity as this makes the staff complete the task efficiently. This power is
helpful for the managers and leaders who believe in aggressive style for the
growth of the company (Lunenburg, 2012).
2. REWARD POWER: In this type of power, workers a forced to complete their
tasks, and on successful completion, they are rewarded. Organisations have
started the use of such power as it helps to increase the work efficiency of the
workers and the team. BBC has started this in order to influence people for
whistleblowing (Jayasingam, et.al. 2010).
3. LEGITIMATE POWER: In the most of the firm's managers often uses this kind of
powers as it is based on both punishment systems and reward system. This is
generally based on the role or position of the person in an organisation and can
be easily overcome when the personnel losses the position.
4. REFERENT POWER: It refers to the ability of a leader in any organisation to
influence the workers to perform the task efficiently because of the follower’s
loyalty, respect etc. here the leaders seem to be the role model of the staff
members.
6

5. EXPERT POWER: This power is based on the expertise and knowledge one
possess to influence the workers. In this type of power culture, the manager and
leaders are highly intelligent and thus, gain the trust of their staff members.
6.
7

M1 CRITICAL ANALYZATION OF HOW CULTURE, POLITICS
AND POWER OF AN ORGANISATION CAN INFLUENCE
INDIVIDUAL AND TEAM BEHAVIOUR AND PERFORMANCE
For the companies like BBC, it is essential to implement such type of culture which
guarantees the safety of the employees. As in the previous years, power culture was
adopted in the organisation which leads to several illegal activities and misuse of
powers. There was the environment of fear within the individuals, which lead to poor
work performance. There was no culture of complaint against the superiors which lead
to more discomfort. Cultural factor at BBC stopped the employees to report the
complaint to the managers, especially when it is related to the presenters.
“Talent factor” was often used in order to misuse the power (BBC NEWS, 2016).
Savile’s basic tactic was to invite girls to see the performance and then use his “talent
factor” to misuse the power. This kind of misused power lead to stress and people felt
unsafe in the organisation, this had a huge impact on the overall performance and
growth of the company. According to Dame Janet Smith, even today atmosphere of fear
lies in the BBC office (Martinson and Grierson, 2016).
In most of the organisations, the power lies in the hand of managers and leaders and
can use them to change the culture in the office. BBC is still coping with the damage
done by some people, as it takes time and proper planning to get back on track and
regain the trust of the people.
8

TASK 2
P2 HOW CONTENT AND PROCESS MOTIVATION THEORIES
ALONG WITH OTHER TECHNIQUES MAY HAVE HELPED TO
IMPROVE THE EFFECTIVENESS IN THE TEAMS AT BBC
In any organisation in order to get the results out from the workers, they have to be
motivated to perform the given task. Maintaining a motivational level among the workers
is an essential task for the managers and leaders. A maintained level of motivational
workforce results in improved performance, quality, and high level of staff retention
(Miner, 2015). For motivating the workers and the teams there are several theories that
can be applied in practice. A maintained level of motivational workforce results in
improved performance, quality, and high level of staff retention.
1. CONTENT THEORY:
It is one of the earliest theory of motivation and mostly used in the work
environment, as they have the greatest impact on the management and policies.
MASLOW’S HIERARCHY THEORY:
Figure 2: Maslow’s hierarchy
9

Source: [https://www.bbc.com/education/guides/zstpvcw/revision/3]
This hypothesis was first suggested by A. Maslow, according to him, a person
requires five levels of needs, in order to perform and be motivated. First is the
psychological needs that include good health, proper diet and sleep. Second
being the safety of the person, like job security, shelter, etc., the next step in this
hierarchy is social needs that include being part of a group, followed up by self-
esteem and self-awareness, then comes self-actualisation and can be achieved
by gaining individual's full potential (Kaur, 2013).
Managers at BBC can never run out of options when this theory is applied, as
there are different levels which individually include various factors to motivate, in
addition to this, the top level, self-actualisation which means achieving
individual’s full potential can never be fully met.
HERZBERG’S TWO FACTOR THEORY:
Apart from Maslow's theory, this theory is widely used in the workplace, as
according to this theory, there is a person can only be motivated by motivation
factors like recognition, responsibility, achievement and advancement. Such
10

factors can motivate the employees to perform at their best. Herzberg suggested
that the opposite of ‘satisfaction’ is not ‘dissatisfaction’ but rather ‘no satisfaction’;
likewise the opposite of ‘dissatisfaction’ is ‘no dissatisfaction’. Factors like
administration policies, supervision, salary and working condition, which are
termed as ‘hygiene factors’ does not create motivation, but less dissatisfaction
(Alshmemri, et.al., 2017).
2. PROCESS THEORY:
This theory is based on setting goals that have to be achieved in a specific period
of time. This is most widely used in the organisation as it boosts up the career. It
describes five basic principles to set up a goal, which are: (Griffin, R.W. and
Moorhead, G., 2011):
CLARITY: to perform any task in in specific time period requires clear vision. The
theory says to set up goal according to the smart process.
11

CHALLENGE: challenging self's ability to perform a task, creates the best out of
a person. People generally get motivated by challenging the task they perform in
their professional life.
COMMITMENT: in order to achieve perfection and effectiveness in the goals,
one has to be committed towards it; it does not mean negotiating the goals with
other condition of life.
FEEDBACK: it provides self-realisation and helps the person to be on track or
improve their plan to achieve their goals. It is an essential property for better
performance.
TASK COMPLEXITY: people working in a high level of complexity in an
organisation often possess high motivational level. Complex tasks often lead to
low performance while achieving the goals in personal life; but people with
passion will never divert with these (Kirschner, et.al. 2011).
The above-mentioned theories can be used by the organisation like BBC for the
motivation of the workers, as suggested by Maslow; a manager has various factors
which he can use in order to motivate the employees. Either by providing job security,
safer work environment, increasing the payable or providing the tasks according to the
skills and interest of the person. While the theory given by Herzberg states that the
organisations should possess the motivating factors and hygiene factors in their policies
for better results in the performance of the employees. At last, as stated in Locke's
theory a person should follow five principles to improve his performance and achieve his
goals in the specific time period.
12

M2 CRITICAL EVALUATION OF HOW TO INFLUENCE
BEHAVIOURS OF OTHERS USING EFFECTIVE
MOTIVATIONAL THEORIES, CONCEPTS AND MODELS
For every manager of any organisations, there are various techniques to enhance the
performance ability of the workers by motivating them. Generally, various motivational
theories models and concepts are used by the managers to boost the achievement rate
of the employees and teams. There are theories for employees as well as managers to
change their behaviour towards more betterment.
With the help of Maslow's theory, one can determine the needs of the employees and
use it to motivate them in the workplace. By providing basic needs and social security,
one can pressure to develop better performance, but this can sometimes lead to the
identification of personal need, not relevant to the work environment, thus creating the
wrong impression in front of the superiors. At the same time, Herzberg's theory helps
the manager to identify the motivation factors and hygiene factors and include them in
company’s policy, though it has the drawback as it may lead to present the power of the
managers towards the achievement of their personal goals. In terms of BBC, the
organisation uses the theory and concepts widely as they wish to make their workforce
completely satisfied and efficient.
13

TASK 3
P3 IDENTIFY AND EXPLAIN DIFFERENT TYPES OF TEAMS
IN BBC AND THEIR IMPORTANCE
An organisation is basically a group of people having different skills; various types of
tasks have to be performed in a company and to perform any tasks it requires people of
a similar set of skills and interest to work together as a team. Every employee in a
company works in a team, and every member contributes equally (Jackson and Joshi
2011.). In any organisation, teams can broadly be categorized into five major types,
such as:
1. PROBLEM-SOLVING TEAMS: Such type of teams focus on solving specific
types of complex problems and formed on the temporary basis, once the issue is
solved, the team is disabled.
2. SELF MANAGED TEAMS: The team includes members who work together to
solve a complex problem, without the supervision of any leader. Each team
member is individually responsible for their performance. In addition to this, each
member should respect the work of other, and should not lose the focus from the
target. Companies implementing such teams say that their employees tend to
feel more ownership of the tasks.
3. VIRTUAL TEAMS: With the help of technological advancement managers can
now form teams on the basis of skills rather than geography. Such types of
teams are formed in organisations which are largely spread across the globe.
4. CROSS-FUNCTIONAL TEAMS: Collaboration of people from the different area
of expertise come together to perform a specific task, such teams come under
this category. Though in order to avoid conflicts, ideally, people of the same level
work together as a team (Daspit, et.al., 2013).
5. WORKFORCE: Groups are formed in the organisations lead by a supervisor, in
such teams leader has the responsibility of extracting the best from the co-
workers. He should not underestimate the capability of any individual.
14

Organisations generally form this type of team to achieve the long-term focused
goal.
In an organisation like BBC, several types of teams are required to work on different
projects. All the teams in the BBC are the subsets of either Board Committee or
Executive Committee. Board committee includes various kinds of the committee
including audit committee, nomination committee, and the committee for editorial
guidelines, fair trading and standards. Basically, every team in BBC reports to the Board
committee, directly or indirectly. On the other hand, the executive committee is
responsible of delivering the BBC's services according to strategy and framework
agreed by the board, it also consists of senior directors that manage large operational
areas (BBC NEWS, 2018). The forming team also helps the board to regulate and
monitor the performance of each department.
For better performance and completion of tasks, teams should work in the same
direction with proper co-ordination. According to Tuckman and Jenson, there are four
principle stages that have to be followed linearly by a team to complete any task.
15

1. FORMING STAGE: At this stage, members try to break the ice, try to increase
the involvement within teams, and are the most uncertain stage as each member
tries to figure out the role of the others in the team and their combined goal. If the
instructor is not assigned than a manager, leader or emergent leader will fill the
void in the team. The instructions given by the instructor should be specific, and
he should be prepared to face various questions from the team member (Riebe,
et.al. 2010).
2. STORMING STAGE: Even after the clarity of purpose, their lies uncertainties
within team members regarding the role of team members or power. Different
ideas interact and members confront each other's ideas, for consideration.
Members may question their role and group decision. The power struggle may
also begin as who will lead the group. Some compromises have to be made in
order to keep the group focused towards its goals.
3. NORMING STAGE: At this stage members fully understand their role in the team
and engage together in major decisions. Smaller decisions may be delegated to
either individuals or subgroups. There is a general respect for the leader, and
some of the leadership is shared by the team.
4. PERFORMING STAGE: At this stage, the team has shared vision, and more
focused toward the goal. Disagreement occurs but is solved by the team
positively. Necessary changes in the procedure and the structures are made by
the team, it has a high level of autonomy. The team needs delegated task from
the instructor and does not require assistance from the leader. The leader now
delegates overseas (Colombini, C.B. and McBride, M., 2012).
In BBC organisation generally recommends above-mentioned model while forming any
team, as it helps to categorize and observe the stages the team is in, and plan
accordingly to deal with the situation.
Another model which is used in BBC to use the talents and personalities of the team
members for increased productivity is Belbin’s team role model. It helps in detecting
individuals personalities and then uses it for the progress of the team. It describes that
each member has several skills which can be described as ‘Implementer’ these are the
16

one who are the systematic worker and puts plan and idea into executable tasks.
‘Resource Investigator' is those who are good at developing and maintaining contacts in
and outside the team. ‘Plant' is the free thinker and innovator in the team who is best
known for difficult problem-solving skills. ‘Monitor' is the sensible one in the team, and
have good analytical skills. ‘Shaper', someone who passionate and has strong urge to
make perform and get things going come under this category. They make sure that the
goals are met. ‘Coordinator' is the one who looks after the procedure and has a talent
for helping every team member and utilizing the full potential of people. ‘Completer
Finisher' is someone who has a tendency to perfectionism. They monitor every detail
and look for an error in the process. ‘Team worker' is the one who creates team spirit
and tries to keep the team together on the track. ‘Specialist' is someone who is the
source of knowledge in the team, and has technical skills required for the job (Mathieu,
et.al. 2014). The managers in BBC assign the teams according to the skills of the
individuals, thus each team member plays a role in the overall progress of the team.
17

M3 ANALYSING RELEVANT TEAM AND GROUP
DEVELOPMENT THEORIES TO SUPPORT DEVELOPMENT
OF DYNAMIC CO-OPERATION
In any organisation, work is done by coordination of individual members; each individual
plays a part in the overall achievement of the company. To perform different types of
tasks different teams are required which works solely for the progress of the company.
As in BBC, all the teams are the subset of Board committee, this helps the decision
makers to regulate and monitor the progress of the teams.
Each assigned team in BBC are made with proper planning following the development
theories described above. As described in Tuckman’s model, the team follows a linear
process in building relationships with each other and working together to achieve the
goals. BBC being a vastly spread organisation forms the team accordance with the
skills and not the geography.
18

P4 APPLYING PATH GOAL THEORY TO SUGGEST HOW
TEAM PERFORMANCE AND PRODUCTIVITY COULD BE
IMPROVED WITHIN THE BBC
In order to extract the best out of the individuals in a team, the leader has to take
different measure; this involves applying several theories for motivating and influencing
the members. Path-goal theory is often used by the leaders in BBC to better
performance. In this, the leader selects specific behaviours, suited best for employee's
needs so that they can guide them through the path to achieve their goals
Performance in the organisation can be improved by proper following the theory as the
leader can choose from different leadership style, choose different models for
motivation and determining environmental characteristics. A flexible leader is required to
guide a team, one who can adopt different leadership style, and use different
motivational techniques (Vandegrift 2011).
19

BBC had Power culture in its initial stage which created fearful work environment.
Though the decision makers are trying to change the work environment, there still exists
a culture of uncertainty and fear. This can be considered as a major factor which affects
the overall image and performance of the company. Other factor includes the lack of
security of employees.
20

M4 ANALYSING RELEVANT TEAM AND GROUP
DEVELOPMENT THEORIES TO SUPPORT THE
DEVELOPMENT OF DYNAMIC COOPERATION
In organisation like BBC, several theories are implemented to achieve the target, one of
which is mostly used is the path-goal theory, which states that the performance and
effort of employees in a team is greatly affected by leader's behaviour; which has its
own benefits like; leaders can adopt various leadership styles and motivational
techniques to improve the team's performance. On the other hand, the drawback is that
it is too leader dependent; and can lead to failure if the leader is not adaptable or
rational.
BBC has faced various issues in the past, due to poor implementation of power theory
which caused them to lose the trust of their employees and viewers. This is now
overcome by changing the work culture, and implementing person theory instead. This
helped them to regain the trust of their employees, as this provided the security that was
missing in earlier policies. A developed dynamic cooperation is made by the efforts of
individual workers, working towards the same goal.
21

CONCLUSION
An organisation runs on the effort and performance of its workers, and in order to
perform, they need to be motivated, which can be achieved by applying various theories
and models as discussed in the above assignment. It also provides brief information
about the various theories and models for increasing the performance of the workers.
And how an organisation named BBC faced several issues and coped up with it by
improving the organisational culture. It also includes the analysis of various theories and
how they are necessary for the development of dynamic cooperation.
22

REFERENCES
1. BBC NEWS, 2016. Jimmy Savile and the BBC: Dame Janet Smith report's key
sections, [online available at http://www.bbc.com/news/uk-35657868] last
accessed on 15th March 2018.
2. Martinson J. and Grierson J., 2016. 'Serious failings' at BBC let Jimmy Savile and
Stuart Hall go unchecked, [online available at
https://www.theguardian.com/media/2016/feb/25/serious-failings-bbc-jimmy-
savile-abuse-72-woman-children-report] last accessed on 15th March 2018.
3. BBC NEWS, 2018. INSIDE THE BBC [online available at
http://www.bbc.co.uk/corporate2/insidethebbc/managementstructure/bbcstructure
#heading-board-committees] last accessed at 15th March 2018
4. Yahyagil, M.Y., 2015. Constructing a typology of culture in organizational
behavior. International Journal of Organizational Analysis, 23(4), pp.506-527.
5. Kaur, A., 2013. Maslow’s need hierarchy theory: Applications and criticisms.
Global Journal of Management and Business Studies, 3(10), pp.1061-1064.
6. Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s two-factor
theory. Life Science Journal, 14(5).
7. Colombini, C.B. and McBride, M., 2012. "Storming and norming": Exploring the
value of group development models in addressing conflict in communal writing
assessment. Assessing Writing, 17(4), pp.191-207.
8. Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and
leadership. Routledge.
9. Griffin, R.W. and Moorhead, G., 2011. Organizational behavior. Cengage
Learning.
10. Janićijević, N., 2013. The mutual impact of organizational culture and structure.
Economic annals, 58(198), pp.35-60.
11. Ojo, O., 2012. Influence of organizational culture on employee work behaviour.
International Journal of Contemporary Business Studies, 3(11), pp.46-57.
23

12. Nongo, E.S. and Ikyanyon, D.N., 2012. The influence of corporate culture on
employee commitment to the organization. International Journal of Business and
Management, 7(22), p.21.
13. Lunenburg, F.C., 2012. Power and leadership: an influence process.
International journal of management, business, and administration, 15(1), pp.1-9.
14. Jayasingam, S., Ansari, M.A. and Jantan, M., 2010. Influencing knowledge
workers: the power of top management. Industrial Management & Data Systems,
110(1), pp.134-151.
15. Kirschner, F., Paas, F. and Kirschner, P.A., 2011. Task complexity as a driver for
collaborative learning efficiency: The collective working‐memory effect. Applied
Cognitive Psychology, 25(4), pp.615-624.
16. Jackson, S.E. and Joshi, A., 2011. Work team diversity.
17. Daspit, J., Justice Tillman, C., Boyd, N.G. and Mckee, V., 2013. Cross-functional
team effectiveness: An examination of internal team environment, shared
leadership, and cohesion influences. Team Performance Management: An
International Journal, 19(1/2), pp.34-56.
18. Riebe, L., Roepen, D., Santarelli, B. and Marchioro, G., 2010. Teamwork:
effectively teaching an employability skill. Education+ Training, 52(6/7), pp.528-
539.
19. Mathieu, J.E., Tannenbaum, S.I., Donsbach, J.S. and Alliger, G.M., 2014. A
review and integration of team composition models: Moving toward a dynamic
and temporal framework. Journal of Management, 40(1), pp.130-160.
20. Vandegrift, R. and Matusitz, J., 2011. Path-goal theory: A successful Columbia
records story. Journal of Human Behavior in the Social Environment, 21(4),
pp.350-362.
21. Wood, J., Zeffane, R., Fromholtz, M., Wiesner, R., Morrison, R. and Seet, P.S.,
2012. Organisational behaviour: Core concepts and applications. John Wiley &
Sons Australia, Ltd.
24