Enhancing Performance through Effective Offering

This assignment content discusses the nature and behavior of groups within British Gas and EDF, as well as factors that promote effective teamwork in both organizations. It highlights the importance of proper communication, task allocation, and motivation to enhance employee performance. Additionally, it touches on the impact of technology on team functioning in British Gas.

Organizational behaviour

Table of Contents
INTRODUCTION ..........................................................................................................................1
TASK 1............................................................................................................................................1
TASK 2............................................................................................................................................1
2.1Comparision of different leadership style in British gas and EDF........................................1
2.2 Organizational theories that underpins the practice of management....................................2
2.3 Evaluation of different approaches of management used in British gas and EDF................2
TASK 3............................................................................................................................................2
3.1 Impact of leadership style in organizational motivation of British gas during change.........2
3.2 Comparison of different motivational theories within British Gas and Edf.........................3
3.3 Evaluation of the usefulness of the motivational theory for the managers...........................3
TASK 4............................................................................................................................................3
4.1Nature of groups and group behavior within British Gas and Edf.........................................3
4.2 Factors which promote development of the effective team work within British gas & Edf4
4.3 Impact of technology on team functioning in British Gas....................................................4
CONCLUSION................................................................................................................................4
REFRENCES...................................................................................................................................5

INTRODUCTION
Organizational behaviour is the study of the human behaviour within the organization.
Since, they are inter-related to each other to carry out the respective function. The present report
is based upon the major companies of the UK energy that are British gas and Edf. This report
dictates about the different aspects that impact the performance of the business. It gives a clear
understanding of different approaches that are inculcated to manage respective aspects. Beside
this, it discusses the impact of the different motivational theories, leadership style and
technology on the team functioning within the organization
TASK 1
Enclosed in power point presentation.
TASK 2
2.1Comparision of different leadership style in British gas and EDF
There are several styles that provide assistance in carrying out different activities within
the organization. These styles have the different influence over the behaviour and the
performance of the employees who are engaged to accomplish respective tasks (Strom, Sears and
Kelly, 2014).
Transformational: This style is adopted by the leaders in order to identify the needs and
create the vision in order to accomplish it with the contribution of the employees in order to
build up the healthy environment.
Opportunist: This style of leadership is followed by the leaders who practices
opportunism and adopt the different actions to meet the effectiveness related to the
organizational goals. These leaders do not sacrifice for others.
Strategist: This is the style which is adopted by the individual to prepare the proper
framework to formulation and the implementation of the different strategies in order to
accomplish the task.
British gas follows the strategist style of leadership in order to carry out the various
operations. As the structure is centralized the decision are taken by the single personal and the
task are assigned to them as per their specific and lead to the accomplishment of the task within
the specific duration of time.
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The transformational leadership style is followed in EDF which involves the participation
of the employees as the structure is decentralized that inspire the person to perform the different
tasks which is assigned to them. With the adaptation of this style helps to inject enthusiasm and
the energy to get work completed which is assigned to them
2.2 Organizational theories that underpins the practice of management
There are various theories which are implemented in order to regulate the overall
performance of the British gas. There are several perspectives that underpin the practise of
organizing and management of the workforce in an effective manner (Fein and et.al, 2015). The
British gas adopts the Fayol theory of management in order to plan the activities in the effectual
way and organizing it in an effective manner. British gas adopts this theory in order to monitor
the activities and establish the various performance standards based on the objectives in order to
take the corrective action. The formal decision making procedure is followed in order to allocate
the diverse resources to meet the objectives and goals of British gas. As the authority of the
decision making power lies within the hand of the single individual to carry out the operations at
British gas.
2.3 Evaluation of different approaches of management used in British gas and EDF
In order to carry out the entire functioning of the organization; different approaches are
adopted to manage the working in an effective and efficient manner (Lukosch and et.al, 2014).
British gas adopts the classical administration approach that emphasizes on the structural
factors and the focus is laid upon the division of the work as per their skills and abilities to
perform the task. As this approach provide the proper assistance that focus on building up of the
positive work environment and carry out its functioning.
On the other hand, EDF follows the social system approach which entails the employees to
participate in the decision making. With the adaptation of this approach they emphasizes on
building the competitive environment with the help of respective strategies and policies in order
to make the functioning more effective.
TASK 3
3.1 Impact of leadership style in organizational motivation of British gas during change
There are different leadership styles which impact the organizational motivation of
British gas during change. Beside adoption of these styles the overall decision making lies within
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the individual itself (Clinebell, 2014). British gas adopts the transactional style of leadership in
order to carry out the different operations in an effective manner. As the power of making the
decision lies in the hand of the single individual the changes can be implemented in order to use
the disciplinary power to carry out the different operations. This style motivates the employees to
strategically focus on the various perspectives to carry out the carious operations. As the
structure is centralized the decision are taken by the single personal and the task are assigned to
them as per their specific and lead to the accomplishment of the task within the specific duration
of time.
3.2 Comparison of different motivational theories within British Gas and Edf
Motivation is the important aspect that ascertains the overall performance of
organization. In order to influence the behaviour of the employees to perform respective
operations these theories play a very important role (Mayer, 2014). British gas adopts the two
factor theory that constitute of different prospects which provide the insight related to the
ineffective aspects that determine the overall performance of employees. This includes the
different factors which lead to the dissatisfaction of the employees as they are not delegated with
responsibilities and power to make the decisions. On the other hand, Edf adopts the theory X and
Y which constitute of the two factors which determine the motivational level of the employees so
that the performance lead to effective attainment of the goals and the objectives.
3.3 Evaluation of the usefulness of the motivational theory for the managers
The motivational theories are very useful for the managers in order to carry out the
operations and enhancing the performance of the employees (Oplatka and Stundi, 2011). In
British gas the employees are motivated towards the two factors which related to determine the
level of satisfaction and dissatisfaction among them which help the higher authority to make the
decision regarding the enhancement of their performance within the organization by making the
effective offering. On contrary Edf adopts the theory X and theory Y which determine the
effective participation of the employees in the several decisions making that assess the various
attributes that indicates the overall performance of the employees.
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TASK 4
4.1Nature of groups and group behavior within British Gas and Edf
The nature and the behaviour of the group reflect the different dimensions that ascertain
the various aspects in order to accomplish the goals and the objectives of the organization
(Strom, Sears and Kelly, 2014). British gas and EDF follow the formal group behaviour in order
to accomplish the operations. They follow the formal communication process in order to pass on
the information at the various levels. Beside of this they adopt the effective strategies and
policies to carry out the overall functioning of British gas and Edf . This ascertains the proper
allocation of the task and the responsibilities to complete it within the specific time duration. As
with the proper allocation the employees are motivated to complete the task as per the guidelines
which are provided to them.
4.2 Factors which promote development of the effective team work within British gas & Edf
With the implementation of the different aspects the development of the team work
within the British gas and Edf has been promoted in order to ensure that the operations are
accomplished in an effective and efficient manner (Suppiah and Sandhu, 2011). With the help of
effective communication the information get floated equally at all the levels present in both the
organization and which ensure that the work is carried as per the guidelines that are passed
within this organization. This leads into effective coordination and cooperation between the
different levels of employees. Beside of this, both the organization has also introduced various
schemes and policies which encourage the participation of the employees within the team work.
This lead to the formation of the competitive work environment and the task will be
accomplished within the specific time duration.
4.3 Impact of technology on team functioning in British Gas
As per the present scenario the technology is growing at the greater speed and impacting the
overall performance of British Gas in an effective manner. With the adoption of the new
technology the overall functioning is carried out smoothly (Talukder and Saif, 2014). With the
introduction of internet within the organization the communication has improved at a greater
speed as the information is floated equally over the different levels at the same period of time.
Thus the performance of the employees does not get affected due to the communication gaps that
were arising before the implementation of the technological change within British gas.
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CONCLUSION
With the adaptation of the different motivational theories and style the impact can be
effectively determined over the performance of the employees. It can be concluded that it is the
essential to ascertain the improvement and enhancement in the performance of the employees.
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REFRENCES
Books and journals
Clinebell, S. 2014. Snapshots of Great Leadership. Academy of Management Learning &
Education, 13(1). pp. 139-141.
Cole, A. G., 2000. Organisational Behaviour: Theory and Practice.Cengage Learning EMEA.
Fein, E. C. and et.al., 2015. Considering the gap between Implicit Leadership Theories and
expectations of actual leader behaviour: A three-study investigation of leadership beliefs
in Romania*. Journal for East European Management Studies. 20(1). pp. 68.
Lukosch, H. and et.al., 2014. Building a virtual world for team work improvement. In Frontiers
in Gaming Simulation. Springer International Publishing.
Mayer, R. E., 2014. Incorporating motivation into multimedia learning. Learning and Instruction.
29. pp. 171-173.
Oplatka, I. andStundi, M., 2011. The components and determinants of preschool teacher
organisational citizenship behaviour. International Journal of Educational Management .
25 (3). pp.223 – 236.
Strom, D. L., Sears, K. L. and Kelly, K. M. 2014. Work engagement the roles of organizational
justice and leadership style in predicting engagement among employees. Journal of
Leadership & Organizational Studies. 21(1). pp. 71-82.
Suppiah, V. and Sandhu, S. M., 2011. Organisational culture's influence on tacit knowledge‐
sharing behaviour. Journal of Knowledge Management. 15 (3). pp.462 – 477.
Talukder, A. and Saif, A. N. M., 2014. Employee Motivation Measurement-A Descriptive
Analysis. Bangladesh Journal of MIS. 6(2). pp. 123-131.
Van Damme, S. and Kindermans, H., 2015. A self-regulation perspective on avoidance and
persistence behavior in chronic pain: new theories, new challenges?. The Clinical journal
of pain. 31(2). pp. 115-122.
Online
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What is Organizational Behavior? - Definition and History of the Field. 2015. [Online].
Available through: <http://study.com/academy/lesson/what-is-organizational-behavior-
definition-and-history-of-the-field.html>. [Accessed on 19th December 2015].
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