Organizational Behavior: A Case Study of BBC

This report delves into the complexities of organizational behavior, using the BBC as a case study. It examines the influence of culture, politics, and power on employee behavior, explores effective motivational theories and models, analyzes different team types and factors contributing to team effectiveness, and applies relevant organizational concepts to suggest ways to improve team performance and productivity. The report also identifies key barriers to effective performance within the BBC and evaluates how organizational behavior concepts can positively and negatively influence employee behavior.

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
1

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.
2

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).
3

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:
4

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).
5

M1 INFLUENCE OF POWER, CULTURE AND POLITICS OF BBC ON TEAM AND
INDIVIDUAL BEHAVIOUR AND PERFORMANCE
BBC is one of the oldest organizations in the broadcast industry has dealt with several issues
regarding its culture and non-ethical practices. Power and politics are two major factors that
have influence over the organization’s culture. Since ‘power culture’ was used in the
organization that gave significant power to the authorities, which were misused largely.
Sexual abuse and ‘talent factor’ was common during the Savile and Hall era, which raised
fear among employees (BBC NEWS, 2016). Even, the HR department took no strict actions
after the complaint of the victims; moreover, corruption allegations were made on the audit
teams. Power culture provided a free pass to the authorities to operate as per their will
without facing the consequences of their decisions (Ojo, 2012).
Such culture made BBC unfavourable place to work, that resulted in reduced performance
and heavy economic losses. As mentioned by the Handy’s Cultural typology, power culture is
a powerful strategy that has the potential to result in quick growth. However, the wrong
usage of such culture leads to a fearful work environment in the organization. As per a
report by Smith, a fearful work environment still exist in the company and organizations are
using reward power and mentioned by French and Raven to influence employees to take
stand against any unethical work within the BBC (Martinson and Grierson, 2016).
Additionally, BBC is switching towards different power distribution to increase the
effectiveness of content gathering and offering reliable contents.
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TASK 02
P2 METHODS TO MOTIVATE INDIVIDUAL AND TEAMS TO ACHIEVE A GOAL
Organizations like BBC has a diverse workforce and each individual is assigned to different
tasks that simultaneously helps in achieving the organizational goals. In order to maintain a
sustainable growth in the international market, it is essential for BBC to motivate their
employees. Motivation can be defined as reasons that influence an individual to perform
any task in a particular manner. There are several theories related to motivating individuals
and teams that are often used by the BBC to influence their employees to achieve the target
(BBC NEWS, 2018). These theories can be broadly categorised and content theories, which
deals with ‘what’ factors are linked to motivate any person and process theories, that
involves statements regarding ‘how’ to motivate.
CONTENT THEORIES
Maslow’s Hierarchy of Needs
Figure 1: Maslow's Hierarchy of Needs
[Source: Author]
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Self
Act
uali
zati
onEsteem Needs
Belongings and Love Needs
Safety Needs
Physiological Needs

The theory states that an organization to motivate their employees must consider five level
of motivation that includes all factors necessary to influence them to perform better. Each
level covers the specific needs of people, which if fulfilled act as a motivational pill. Lowest is
the psychological needs that are the basic requirement to perform a daily operation such
as, food, water, rest, etc. Second is safety needs that involves safety and security features.
Additionally, job security can be offered to employees. The organization must ensure that
necessary security measures are implemented within work premises. Failing to fulfil safety
needs may create an environment of fear that will directly affect an employee's
performance (Kaur, 2013).
Third, is belonging needs, that involves friends, family, relationship etc., to fulfil such needs,
BBC can form policies that allow a certain amount of freedom during work hours to contact
loved ones (BBC NEWS, 2018). Additionally, maternity and paternity leave policies can also
be included. Fourth is esteem needs, that involves factors regarding self-esteems and
esteem for others. The last and most effective stage is self-actualization needs, where
individuals develop emotional intelligence and no external factor is required to motivate any
employee. They perform better in order to improve their abilities.
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Figure 2: Motivational Theories
[Source: Author]
Managers at BBC have several options in order to motivate teams and individuals, Maslow's
need of hierarchy provide a wide range of options that can be used and altered as per the
situations and needs. By analysing and understanding the needs of individuals and teams
different factors can be fulfilled.
PROCESS THEORY
Adam’s Equity Theory
This theory states that motivational rewards offered by the organization to individuals,
teams, and their efforts must be balanced in order to influence them to perform better.
Factors that can be considered during offering rewards are their work quality, loyalty,
9
Motivational
Theories
Content Theories
Maslow's Need
Hierarchy
Herzberg's
Motivation-
Hygiene Theory
McClelland's
Needs Theory
Alderfer's ERG
Theory
Process Theories
Vroom's
Expectancy
Theory
Adam's Equity
Theory
Goal Setting
Theory
Reinforcement
Theory

commitment etc. BBC maintain a proper balance between the input and output factors;
monetary rewards given to the content provider is based on the authenticity and
uniqueness of content (Moore, 2014).
Vroom’s Expectancy Theory
It is related to employee performance, outcomes, and states that their performance is
dependent on individual factors like skills, experience, knowledge etc. Further, it is classified
into three variables, expectancy can be considered as the belief of employees that
increased effort will result is increased performance (Moore, 2014). Instrumentality refers
to the belied of employees that, increased performance will lead to certain kind of reward.
Lastly, valance involves the understanding that rewards system must be flexible i.e. based
on the requirement of employees, the reward must be allotted to them. this three variables
can be chosen by the management and HR department in order to increase the involvement
of employees and rebuilt the image it once had (Jayasingam, et al. 2010).
10

M2 CRITICAL EVALUATION OF FACTORS THAT INFLUENCE BEHAVIOURS OF
OTHERS USING EFFECTIVE MOTIVATIONAL THEORIES, CONCEPTS AND
MODELS
BBC is recently coping from the impacts caused due to unethical practices conducted during
the Savile and Hall era. It has become critical for the HR department to motivate and gain
the trust of employees; in order to influence the behaviours of individuals; managers at BBC
are using a combination of different theories and models (BBC NEWS, 2016). Since content
theories deal with ‘what' factors are involved for motivating an individual, Maslow’s needs
of hierarchy give broad guidelines to the BBC’s managers to use different factors from
different stages to motivate employees. However, factors that are currently fulfilled by the
BBC are job security, workplace security, offering great value for tasks, and chance to be
noticed based on the performance.
Additionally, since process theory deals with the aspect of ‘how’ to influence individuals and
teams, Adam’s equity theory can be implemented by balancing the input and output factors
and setting generalised standard criteria for a reward system. Moreover, by using valance
variable form the Vroom’s Expectancy theory, rewards can be based on the need of
employees. For instance, monetary rewards are of no use for an employee that requires and
value extra day off. It is required for the HR department to understand and analyse the
needs of each employee and form effective policies regarding the use of motivational
models.
In addition to this, Vroom’s expectancy theory and Maslow’s need of hierarchy can be
overlapped to form an effective and more précised policy for motivating employees and
increase their performance. Rewards may include Promotions, increased pay scale, extra
leave etc. (Moore, 2014). As mentioned in the case study, by applying the aforementioned
theories and models, the employee engagement has raised from 3% to 69%. Additionally, as
per a survey, 93% of employees feel proud to be a member of the BBC group.
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TASK 03
P3 TYPES OF TEAMS AND FACTORS THAT MAKES AN EFFECTIVE TEAM AT
BBC
BBC being a widely spread broadcast organization requires several types of content for their
diverse consumer base. Therefore, tasks are completed in teams at BBC to increase
efficiency and performance. Following are a few types of teams that can be seen in the work
environment of BBC:
PROBLEM-SOLVING TEAMS FUNCTIONAL TEAMS
 Such teams consist of people with
expertise in the specific area and
have a focused goal of solving the
issue
 The team is generally dismantled
once issues are resolved (Belbin,
2012)
 For instance, HR teams formed
during the formation of layout
regarding improvised organization
culture and minimise the impact of
BREXIT
 Teams in which members are from
the same vertical operation line and
have the authority to manage
internal decisions and act as a
representative of a particular
department (Daspit, et al. 2013)
 For instance, the HR department,
content providing team etc.
PROJECT TEAMS VIRTUAL TEAMS
 Such teams are formed only to
complete specific objects and each
individual has expertise in a specific
field (Daspit, et al. 2013)
 While covering any news or major
nationwide incidents, project teams
are formed in BBC
 Such teams are formed when people
with different expertise and regions
work together achieve a single
objective
 BBC being a multinational
organization uses technological
advancements to form virtual teams
12

that help in operating company in
different regions.
Aforementioned teams are essential in the BBC since it is a multinational organization,
which covers different sectors each of them performing specific tasks. These teams help the
management to properly and precisely perform each task with efficiency (Belbin, 2012).
However, it is required to form an effective team, Tuckman and Jenson have proposed four
principal stages to form an effective team.
FORMING STORMING
 Team members start knowing each
other and break the ice
 Minimum conflicts occur and the role
of each member is not clear at this
stage
 Instructions given by leaders must be
clear and to the point
 At this stage misunderstandings and
conflicts arise, roles played by each
member is not clear
 The is lack of clarity and focus in the
team
 Conflicts of ideas and believes rises
 Leaders need to take tough decisions
during this stage to keep the team
focus
NORMING PERFORMING
 Role and tasks are cleared and every
member focus on their work
 Teamwork together to find solutions
to issues rather wasting time on
conflicts
 The team are more focused towards
a common goal
 Conflicts are minimum and are solved
by members positively
 Require minimum assistance and
properly understand the actions they
require to take
(Levi, 2015)
BELBIN’S TEAM ROLE MODEL
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Each member plays a specific role in the team, Belbin’s team role model categorizes
different roles of team members. By applying the model to a team at BBC following
observations were made:
ACTION ORIENTED ROLES
 Shaper are the ones who challenge
existing norms and find new ways of
solving issues
 Implementer executes the plan and
welcome risks
 Finisher are the ones who complete the
tasks on time and are known for their
perfection (Levi, 2015)
PEOPLE ORIENTED ROLES
 Coordinator are the experienced ones
and guide other team members and
assign tasks
 Team workers, encourage others and
are team binder
 Resource Investigator are the ones with
excellent networking skills and arrange
resources for the team
THOUGH ORIENTED ROLES
 Plant plays the part of a thinker and
generally are the ones that come up
with new and effective ideas
 Evaluator looks for error in the plan and
analyses each aspect to minimise the
loss of the team (Levi, 2015)
 Specialist is the one that is an expert in a
specific area and provides proper
guidance in their area of expertise
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M3 ANALYSIS OF THE RELEVANT TEAM AND GROUP DEVELOPMENT
THEORIES TO SUPPORT DEVELOPMENT OF DYNAMIC CO-OPERATION
In order to develop a dynamic cooperation among the group members of the BBC, the
analysis of the major group development theories is been discussed below.
TUCKMAN AND JENSEN STAGES OF GROUP DEVELOPMENT
The Tuckman and Jensen have suggested five stages of team growth and development.
Under this theory, these five stages propose the successive phases of development that
exhibit different aspects of the team or group.
This theory has proved to be the most relevant theory of group development. It is a
sequential and thematic (relationship and tasks dimensions) model in which the stages will
naturally occur in an exclusively stated order and are timely dependent on the nature of the
group members and leadership (Forsyth, 2018). Before forwarding to next stage the
previous stage must be resolved and if it will not be resolved it will create uncertain
situations and conflicts among the group members. In order to meet the goals successfully
the team members and leaders of BBC must resolve such situations.
BBC must ensure that the team of the company has been followed through all the stages of
team development such as forming, storming, norming, performing and adjourning to make
the most productive and successful team in the company for achieving the set targets in an
efficient manner (Forsyth, 2018).
BELBIN
The Belbin’s model could help in identifying the potential strengths and weaknesses of the
team and overcoming the conflicts between the team members by creating proper
understanding and feeling of appreciation among them. This theory has specified different
team roles which can be organisational, functional, skilful or personal. It suggests that every
team should consist of different team roles as per the nature and goals of the team. All the
nine-team roles are associated with the interpersonal strengths and typical behaviour of the
team members (Belbin, 2012). By accessing all the nine team roles such as team worker,
resource Investigator, coordinator, monitor-evaluator, specialist, plant, shaper,
implementer and finisher the BBC could formulate successful team with a diverse mix of the
15

behaviours. Each team roles has its own strengths and weakness and equal importance in
the team. It will help in achieving the team goals and objectives efficiently (Belbin, 2012).
The BBC should adopt the relevant team development theory according to the nature and
characteristics and objectives of the team for establishing better cooperation and improving
the performance of the team within the company.
16

TASK 04
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
PATH GOAL THEORY
The path-goal theory is been developed by Robert House. It is based on the concept that the
behaviour of the leaders has a wide impact on the perception of employees of the
expectancies between their efforts and performance (Northouse, 2018). This theory
suggests that the leaders support the team members by guiding them towards their goals
and enhance their performance by removing the obstacles by providing proper information,
guidance and required resources to them.
This theory emphasises encouraging a strong relationship between the leaders and team
members through facilitating the team members in their tasks to gain the string success in
achieving the end target. Under this theory, the leaders can play certain leadership styles
according to the several situational factors.
THE FOUR LEADERSHIP STYLES ARE:
 Directive: under this style, the leaders direct the team members on how to perform
their tasks in a structured manner to let the members known what is expected of
them. The leaders set performance standards and control the behaviour of members
when the set standards are not met by using well thought-out actions and rewards.
 Supportive: under this style, the leaders become friendly and appreciable. The
leaders show personal concern to the team member’s psychological needs and
wellness and personal welfare to make the members more a comfortable and
positive environment for them to pursue their goals (Northouse, 2018).
 Participative: In participative leadership style, the leaders share information, ask
suggestions and consults with the team members to make effective decisions to
achieve the set goals.
17

 Achievement-oriented: under this, the leaders encourage the team members by
setting challenging goals to improve their performance (Northouse, 2018). The
leaders have a strong belief in the abilities and skills of their employees.
Figure 3 Path-Goal Theory Model
[Source:https://sites.psu.edu/leadership/2014/10/05/the-evolution-of-the-path-goal-
theory/]
The leaders of BBC could use any of the above-discussed leadership styles to show the path
to the team members and improve their performance and productivity for achieving the set
goals of the company.
SITUATIONAL LEADERSHIP THEORY
This theory is developed by Ken Blanchard and Paul Hershey. This theory suggests that for
influencing the employees the leaders must adopt the relevant style or behaviour according
to the development or maturity level of the employees. Under this, the leaders use the
leadership style according to the combination of the levels of supportive and directive
behaviour of the employees (Thompson and Glasø, 2015). This theory focuses on four
behaviours:
1. Telling: it involves high directive behaviour and low supportive behaviour.
2. Selling: it involves high directive and supportive behaviour.
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3. Participating: it involves low directive behaviour and high supportive behaviour.
4. Delegating: it involves low supportive and directive behaviour.
Figure 4 Situational Leadership Model
[Source: https://culcanyisteph.files.wordpress.com/2015/06/situational-leadership-
hersey-and-blanchard.png]
BARRIERS TO EFFECTIVE PERFORMANCE WITHIN BBC
The leadership styles adopted by the leaders in BBC may have a positive or negative impact
on the effectiveness of the performance of employees (Griffin and Moorhead, 2011). The
major barriers to the effective performance are:
 Characteristics of employees: The individual characteristics of the employees have a
direct impact on the overall performance of the team. The characteristics such as
inefficient experience, employee dissatisfaction, perceived ability, psychological
contract and anxiety etc. have an adverse impact on the performance within the
BBC.
 Work environment characteristics: The present work environment also has an
impact on the performance of the employees. These factors may or may not be
controlled by the team leaders (Griffin and Moorhead, 2011). The factors such as
team dynamics and structures are out of the control of the employees and can
create an obstacle in employees performance.
19

The other organisational barriers are:
 Structure and culture
 Communication
 Resistance to change
 Lack of trust
20

M4 EVALUATION OF HOW CONCEPTS AND PHILOSOPHIES OF OB INFORM AND
INFLUENCE BEHAVIOUR IN BOTH POSITIVE AND NEGATIVE WAY
In order to enhance the performance of the team within BBC, the leaders of the organisation
could adopt the major theories such as path-goal theory and situational leadership theory
(Chemers, 2014). These theories will help BBC in enhancing the performance of the members
for improving the productivity of the organisation and achieving the desired goals and
objectives effectively.
The path-goal theory will help the leaders of BBC to improve the performance of the employees
by adopting the most sufficient leadership style as per the need of the employees and situation.
The four leadership style can work best in different organisational situations.
1. The achievement-oriented style could be positively used when the employees get bored
of regular work and need to get excited challenges to using their abilities.
2. The directive leadership support the members in coping with unclear job
responsibilities.
3. The participative leadership helps in improving the decisions and procedures of the
members with the participation of leaders (Northouse, 2018).
4. The supportive leadership helps the employees with low confidence and new team
members to perform efficiently.
The theories and philosophies of OB could be effectively used to motivate and influence the
behaviour of employees within the BBC. These theories may have a positive or negative impact
on the behaviour and behaviour of the employees (Tannenbaum, et al., 2013). For e.g. the
application path-goal theory could result in too much dependency on the leaders, on the other
hand, it may result in increased productivity of the employees.
The organisational behaviour theories and philosophies cannot be efficiently applied in the
absence of required leadership capabilities and skills. The leaders and managers of the BBC
should need to develop their own potential to overcome the uncertainties and problematic
situations within the organisation.

CONCLUSION
The presented assignment report has provided a vast range of information and knowledge
about the several aspects of organisational behaviour in the context of the renowned
organisation BBC. The influence of culture, politics and power on the behaviour of the
individuals in the organisation has been clearly analysed in this report. The major motivation
theories such as content and process theories of motivation have been evaluated to improve
the employee’s level of motivation for enhancing the performance and productivity of the
employees within the company. The different types of teams and essentials of making an
effective have also been highlighted by relating them with the theories of team development.
Lastly, the path-goal theory and situational leadership theory has also been analysed in order to
increase the performance and productivity of the BBC.
1

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