Organizational Behavior: A Case Study of BBC

ORGANIZATIONAL BEHAVIOR
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CONTENTS
INTRODUCTION........................................................................................................................2
TASK 01.................................................................................................................................... 3
P1 INFLUENCE OF CULTURE, POLITICS AND POWER ON THE BEHAVIOUR OF OTHERS IN
CONTEXT OF BBC..................................................................................................................3
M1 INFLUENCE OF POWER, CULTURE AND POLITICS OF BBC ON TEAM AND INDIVIDUAL
BEHAVIOUR AND PERFORMANCE........................................................................................6
TASK 02.................................................................................................................................... 7
P2 METHODS TO MOTIVATE INDIVIDUAL AND TEAMS TO ACHIEVE A GOAL.......................7
M2 CRITICAL EVALUATION OF FACTORS THAT INFLUENCE BEHAVIOURS OF OTHERS USING
EFFECTIVE MOTIVATIONAL THEORIES, CONCEPTS AND MODELS......................................11
TASK 03.................................................................................................................................. 12
P3 TYPES OF TEAMS AND FACTORS THAT MAKES AN EFFECTIVE TEAM AT BBC................12
M3 ANALYSIS OF THE RELEVANT TEAM AND GROUP DEVELOPMENT THEORIES TO
SUPPORT DEVELOPMENT OF DYNAMIC CO-OPERATION...................................................15
TASK 04.................................................................................................................................. 17
P4 APPLICATION OF APPROPRIATE ORGANISATIONAL CONCEPT/ THEORY TO SUGGEST
HOW TEAM PERFORMANCE AND PRODUCTIVITY COULD BE IMPROVED AND EVALUATION
OF MAIN BARRIERS TO EFFECTIVE PERFORMANCE WITHIN BBC.......................................17
M4 EVALUATION OF HOW CONCEPTS AND PHILOSOPHIES OF OB INFORM AND
INFLUENCE BEHAVIOUR IN BOTH POSITIVE AND NEGATIVE WAY........................................0
CONCLUSION............................................................................................................................1
REFERENCES............................................................................................................................. 2
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INTRODUCTION
Several departments with different types of employees act as pillars of an organization, all
coming from different background and culture. Together they act as a large team with tasks
assigned to each individual. In order to work effectively with each other, organization’s
behaviour plays a vital role; it is a study related to how employees interact with each other;
and, how scientific approach can be applied to increase their efficiency and form a positive
work environment (Griffin and Moorhead, 2011).
To get a better and descriptive understanding of organizational behaviour, BBC is taken
under into consideration, which is a broadcasting corporation. Recently the company has
gone through various changes in order to redefine the structure and restoring its culture
(Alvesson, 2012). the following assignment is divided into two sections. First, analysis and
evaluation of organizational culture, politics, and power are done along with discussing the
factors to motivate teams and individuals at BB. Later, effective team formation is discussed
along with analysis regarding the factors that improve productivity and performance of an
organization like BBC.
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TASK 01
P1 INFLUENCE OF CULTURE, POLITICS AND POWER ON THE BEHAVIOUR OF
OTHERS IN CONTEXT OF BBC
Organizational behaviour is a research stream, which is used by the HR department to
analyse and understand the behaviour of its employees along with assessing the factors that
have an impact on them. These researches are aimed to improve the work environment and
increase the efficiency of their employees. Hughes-D’ Aeth, group HR director of BBC has
stated that the behaviour of individual employees acts as bricks in forming the
organizational culture (Wood, et al. 2012).
In context with BBC, factors like increased workload, leadership, and management type,
company’s policies etc. have a direct impact on the employee's behaviour. Therefore, these
areas can be considered while improving the organization’s culture (Martinson and
Grierson, 2016).
HANDY’S CULTURAL TYPOLOGY
It states that organizational culture can be categorised into the following four types:
Task Culture
Organizations, where tasks are assigned to teams on the basis of their performance and
abilities, tend to have task culture. This is beneficial if the management wishes to increase
overall productivity and performance along with building team spirit in their employees.
However, for the smooth running of such a culture, it is necessary for each employee to
contribute equally in order to avoid conflicts (Jayasingam, et al. 2010).
Power Culture
here, decisional authority is given to a selected individual based on their position or skills;
staff members do not have the liberty to share their part in the decision. If the leader is
strong and knowledgeable, this culture can be used to boost up the growth of the
organization. however, this raises the chances of conflicts and partial decisions (Ojo, 2012).
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Person Culture
Organizations in which employees value their goals and objectives more than the
organization's goals follow person culture. These results in a slower growth rate of the
organization and may even cause a major failure. Organizations must avoid such culture to
avoid major losses in the future.
Role Culture
Organizations, where authority and power are given based on the employee's performance
and skills, have role culture. This results in the highly motivated workforce, where
employees compete to improve their performance and eventually results in the
organization's growth (Ojo, 2012).
EARLIER ORGANIZATIONAL CULTURE WITHIN THE BBC
BBC has been one of the oldest broadcasting firms in the world, there have been several
reports regarding the degraded organizational culture. At a point, it was considered an
unsafe and unethical workplace to work in. As per the Smith report, such lowered image of
BBC has greatly affected in both economical and uneconomical manner. She further includes
that major cause of such degradation was the ‘power culture’ followed within the BBC
(Wood, et al. 2012). As mentioned in the above, the major drawback related to power
culture is that all the decision making power is in the hand of an individual, which raises the
chances of unethical practices in the organization. For instance, it was found that around 21
victims were abused by Stuart Hall and 72 staff members by Saville. Even the investigation
conducted within the organization did not produce any solid results. Such incidents raise
fear within employees and affect their loyalty and trust towards the company. Additionally,
this also affects the decisions and views of shareholders regarding the organization that
resulted in lower performance and investment (Martinson and Grierson, 2016).
INFLUENCE OF POWER AND POLITICS ON BEHAVIOUR WITHIN THE BBC
Distribution of power and politics within the BBC is directly linked with the organization’s
behaviour. French and Raven’s power distribution theory provides a better understanding
that is mentioned below:
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COERCIVE POWER
 Employees are influenced to perform an assigned task by
using fear as a tool
 Authorities take away several facilities if the requirement
is not met, which forces employees to perform
effectively
 It is an aggressive style of building and maintaining a
business (Jayasingam, et al. 2010)
REWARD POWER
 Here employees are influenced by providing monetary or
non-monetary rewards based on their performance
 Organizations set a standard to measure performance
and if it is achieved, employees are rewarded (Kotter,
2010)
 For increasing employee involvement and encourage
whistleblowing in the company, currently, this system is
used
LEGITIMATE POWER
 It includes both reward and punishment strategy to
influence employees
 This is dependent on the position of the authority
REFERENT POWER
 In such a culture, authorities set an example in front of
their employees and employees are influenced due to
their loyalty towards the leader (Kotter, 2010)
EXPERT POWER
 Such power is dependent on the experience and
knowledge of the authority.
 Employees effectively perform their tasks due to their
respect and trust towards their leaders (Ferris and
Treadway, 2012).
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