Organisational Behaviour: Culture, Communication, and Motivation in Burberry

Organisational behaviour
(Individual report)

Executive Summary
Organisational behaviour is elaborated as the way in which human beings behave inside a
workplace and interact amongst each other, and how the interactions are governed by various
factors like personality of employees, personal life, organisational culture, structure and how
communication takes place in the company. Organisational culture was defined as the embedded
values, beliefs, ways of interactions and assumptions that contributes to unique psychological
and social environment that a particular company underlies for functioning. Charles Handy’s
theory and Hofstede’s six dimensions were evaluated. Communication was explained through
Tuckman’s theory and Webbers theory of communication and refers to the way and the level of
freedom by which the employees can communicate effectively with in another either in
organisational hierarchy or in teams. Motivation was elaborated through Maslow’s hierarchy of
needs and can be defined as the desire in the employees in acting in ways that help them in
efficiently reach their goals, and is an internal force that impacts the direction, endurance and
intensity of the way an employee voluntarily works and strives productivity. A primary research
was conducted to elaborated the organisational culture of Burberry and the organisational
practices were linked to the theories and models explained above.

TABLE OF CONTENTS
Executive Summary.........................................................................................................................2
Introduction......................................................................................................................................4
Main Body.......................................................................................................................................4
Organisational culture..................................................................................................................4
Theories and models of communication......................................................................................6
Motivational theory in workplace................................................................................................8
Organisational behaviour in Burberry.........................................................................................9
Conclusion.....................................................................................................................................11
References......................................................................................................................................12

Introduction
Organisational behaviour can be defined as the way in which human beings behave inside
a workplace and interact amongst each other, and how the interactions are governed by various
factors like personality of employees, personal life, organisational culture, structure and how
communication takes place in the company (Griffin and et.al., 2020). Organisational behaviour
includes the areas of teams, individuals, conflict management in employees, leadership and
management of employees, type of organisational structure adopted in the company and change
management. This report will focus upon secondary and primary research of Burberry which is a
UK based organisation. Burberry deals in luxury clothing and accessories for high end
consumers such as trench coats, leather goods, fashion accessories, cosmetics etc. This report
will highlight various models and theories in context to organisational culture, organisational
communication and team behaviour, various motivational theories and how Burberry implements
these in its workplace for managing employee and overall organisational behaviour.
Main Body
Organisational culture
Organisational culture can be referred to the embedded values, beliefs, ways of
interactions and assumptions that contributes to unique psychological and social environment
that a particular company underlies for functioning (Laforet, 2016). This involves the
experiences and expectations. Basically, certain philosophy that guides how the company will
operate.
Handy’s model of organisational culture
This model of organisational culture was developed by Charles handy who was a leading
authority of the subject area, and subsequently derived four various kinds of cultures that may
exist in any company, power, task, person and role cultures.
 Power culture: This type of culture explains an environment were the leader ends to
make rapid decision and has a high control in the directing the organisation. There tends
to be few rules and regulations in the organisation and employees are evaluated on the
basis of their achievements. This is generally a string culture but can turn toxic very
swiftly (Handy, 2016).
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