Organisational Behaviour: A Critical Analysis of British Petroleum

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ORGANISATIONAL BEHAVIOUR (DISTINCTION) {ICN}
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Executive Summary
Organisational behaviour is found to be apprehensive about the prophecy, perceptive and
controlling the behaviour of the human in an organisation. In this report British Petroleum has
been taken and it has been found that politics and organisational power has a direct influence on
to the employees as individual and that of a team. Cultural impact has a very little effect on the
employee and that with the team. Motivational theories have been described in this report and it
has been found that Vroom’s expectancy theory has been of need for British Petroleum.
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Table of Contents
Introduction......................................................................................................................................4
LO1..................................................................................................................................................5
P1. Influence of culture, politics, and power...............................................................................5
M1. Influence of these on team and individual behaviour. Critical evaluation..........................6
LO2..................................................................................................................................................8
P2. Motivational theories.............................................................................................................8
M2. Motivational techniques for achieving goals........................................................................9
D1. Assess critically for influencing others behaviour by applying models and theories of
behavioural motivation..............................................................................................................10
LO3................................................................................................................................................12
P3 Understanding of Effective and Ineffective Team................................................................12
M3 Theories of team and group development...........................................................................13
LO4................................................................................................................................................17
P4 Application of Concepts and Philosophies of Organisational behaviour with the British
Petroleum...................................................................................................................................17
M4 Justification and evaluation of ranges of concepts and philosophies for influencing both
positive and negative ways........................................................................................................17
D2 Critical analysis of the relevance of team development theories in context of organisational
behaviour....................................................................................................................................18
Conclusion.....................................................................................................................................19
Reference List................................................................................................................................20
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Introduction
In modern times “Organizational Behavior” has emerged as an umbrella phrase acquiring
immense significance with regard to team work. It is the most vital factor companies in global
business competition. However, theoretically organizational management is applicable in each
and every sphere, concerned with the general evolutionary history of man. Over decades, many
critical concepts and theories have surfaced regarding successful organizational management.
However, growths of population, expansion of economy, advancement of technology and
development of interpersonal skills of individuals in present times have provided new
dimensions to organizational operations and leadership. Consequently, the study of
organizational behaviour has gained critical relevance for both aspiring learners and industrial
practitioners. The current analysis will authentically reflect on an extensive and exhaustive
research, addressing the rudiments of organizational behaviour in light of popular theories with
respect to a specific organization (British Petroleum). The work will also bear justified
evaluation, citing limitations and recommendations.
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LO1
P1. Influence of culture, politics, and power
British Petroleum is one of the renowned companies of the United Kingdom and it has been
found that the company has a set of values, norms and beliefs that is followed by the employees
of the organisation. According to the type of work BP has been involved into it has been found
that the company follows Clan Culture. Most of the employees have a good relationship with the
other and that the management works with the employees with that of a mentor. This helps in
empowering the workers and the employees for developing daily operations. BP has a close
relation with the Government of the country. As opined by Bourne et al. (2018), if an
organisation does not have a good reputation with the Government then it becomes tough to
develop business as it is of need.
Figure 1: Culture, Politics and Power followed by BP
(Source: Holzhausen et al. 2017)
Political factor has been found to lower the operations of the team and that of the individual that
are working in the company. As most of the employees of the management likes to spend their
valuable time on developing good reputation with Government performance of the employees
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are deteriorating with every passing day. Looking at the 2010 oil spill by British petroleum it can
be said that management does not have a look on the working of the employees. BP mainly
follows Coercive Power after having developing a good rapport with the Government. As stated
by Holzhausen et al. (2017), an organisation when comes in good contact with employees they
want their workers to do the things that are beyond their will. This as a team and as an individual
found to hamper the performances and that resulted in a massive breakdown of any services.
M1. Influence of these on team and individual behaviour. Critical evaluation
British Petroleum has been found to follow the clan culture in their organisation. Management
employees always try to look for the development of the employees so that they can develop
their performances on the daily operations. One of the greatest things of using the clan culture is
that workers can share their views of the working process and condition with the management
employees. According to Karagianni and Jude Montgomery (2018), if an employee does not get
the chance to tell the management regarding problems then that organisation will not be able to
develop the operations that need to carry out in a daily basis.
Clan culture also helps in developing the team behaviour and performances. As the company has
been titled with “supermajors” along with others it is of need to develop the performance of
team. Clan culture helps the company to develop teams according to the needs of the market and
developing business. According to reports it has been found that after the oil spill occurs it is the
team of the company that brings out all the oil from the ocean. This helps in developing the
concept that performance of the workers developed and that they behave according to the
problems that has been faced by the company (Bp.com, 2019)
Political influence has remarkably drop down the performance of the team and it has been found
that most of the employees have to do the work that is not worthy of them. In 2014 it has been
reported that most of the employees has accused the company of lying to them. Most of the
employees are of the view that BP tries to close the case with the corporate money they have.
This found to affect the individuals in a very strong way as Russel Stauffer who has been the
financial head of the company found to resign due to misbehave treatment from the side of
management (Truthout.org, 2014).
Politically it has been also found that there is an influence on the team of people who are
working for the company. In most of the cases it has been found that team members are selected
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in an informal way or it has been found that there is an influence of any political leader. Most of
the team members although found to have a good rapport with the management they have very
little conversation with other team members. If management develops their rapport with that of
the Government then it is not possible to manage the team (Simplypsychology.org, 2018).
Most of the managers of BP have been found to use the coercive power and make the employees
to work beyond their will. In most of the cases it has been found that they use this power to make
the business develop and run the operations in a daily manner. Most of the individuals after
working in the company found to look for other job opportunities. As stated by De Massis et al.
(2019), if an employee has been provided work that the employee is not capable of then it is not-
able for the employee to carry on the job.
Looking at the 2005 accident in the Texas City and the 2007 oil spill in the Gulf of Mexico it is
vivid that the management wants to develop team that is of their want and need. Most of the time
it has been found that the team consist of those people who have no idea of doing the work and
that they have been forced to do that. This has been found to create an impact on the
performance of the employees. As opined by Delegach et al. (2017), if a team is created only for
the business development then that team will not be able to develop the work that has been given
to them (Hbr.org, 2019)
Looking at the impact of political and power it is really of doubt that by which means the clan
culture is maintained and developed by them. From the structural development it has been found
that clan culture has been used by the company to attract people so that they do not have to
worry of employee retention. According to Hansen and Taylor (2017), if employees from the
beginning are showed that the company follows coercive power and that Government has an
influence on the working then it will become not possible to attract them. Clan culture for this
reason has been found to be used by British Petroleum so that unless and until an employee joins
the company get to know of the real facts.
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LO2
P2. Motivational theories
Motivational theories and concepts along with the techniques have been found to help in
achieving the goals that are required according to the organisational context. Among the different
theories that are of application it has been found that some of the theories are really of need.
These theories are:
Expectancy theory
This theory has been applied by Victor Vroom who describe that an individual or an employee or
a team will get motivated if the circumstantial choices of pleasure are maximised and then put in
the right place. This helps in the achieving the goals that are set by the organisation.
Goal setting theory
Edwin Locke in this theory has stated that achieving the goals of an organisation is related to that
of the performance of an individual.
Figure 2: Motivational Theories followed by British Petroleum
(Source: As influenced by Kariuki and Kiambati, 2017)
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Equity theory
In this theory by John Stacey Adams it has been clearly stated that employees get motivated by
the treatment they get from the upper crust of the organisation.
Reinforcement theory
According to this theory by B.F. Skinner, behaviour of an employee in achieving the goals of an
organisation is moulded by making a control over the result of that behaviour.
British Petroleum as has been working in the oil and gas sector motivation of the employees
needs to be different from that of the others. As stated by Kariuki and Kiambati (2017),
employees must be given incentives on their learning process. As most of the employees work
outside the country it is of need that family care services must be provided by the company.
Employees must be given a chance to lead team and they must be provided rewards based on
feedback. This if to be followed by British Petroleum then it will help in achieving the
organisational goals that are of need. These are some of the techniques that have been discussed
here as most of the techniques do not go with the working condition and in the trade BP has been
involved into.
M2. Motivational techniques for achieving goals
Among the different theories and techniques that has been stated above it has been found that all
those theories and techniques are of requirement for BP at present time. Still it has been found
that Expectancy theory goes well the working condition and the way BP treated the workers. As
opined by Linstead (2017), the circumstantial pleasure needs to be developed so that the
employee can maximise it and helps in achieving the goals that has been set by the management.
All of the goals of the organisation is not same and for that reason it is of need to maximise the
pleasure so that the employee can attain the goals. BP needs to look for the goals of every
employee and according to that they need to put the pleasured circumstances that motivate the
employees.
Techniques as has been discussed is different from that of the employees of other organisations
as BP does business on oil and gas and for that reason the motivational techniques are also
different. Family care services are found to be the best for the employees of BP as they have to
work in different parts of the world leaving behind their family. As stated by Pant and Ojha
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(2017), if a company that sent its employees outside for working purposes could not look into the
families of the employees then that employee will not get motivation to do the work. BP needs to
stand as the backup support for the employees who have been working in other parts for the
company. This will help to motivate the employees and in this way the employees will be able to
achieve the goals of the organisation that has been of need. This motivational theory and
technique as has been talked about will help in developing the behaviour of others for achieving
the organisational goals.
D1. Assess critically for influencing others behaviour by applying models and
theories of behavioural motivation
There is a direct relationship of the organisational culture with that of the theories and that of the
technique that helps in success of the team with that of the organisation. The organisation has
been found to follow clan culture which is very effective for developing the motivation of the
employees. Management use to look for the needs of employees and that it is of need so that
employees can feel that someone is backing them. As stated by Ringel (2018), if employees do
not feel that management is not concerned with them then they will not be able to achieve the
goals that have been set by the organisation nor will the organisation succeed.
This only happens only if the organisation makes a distance from that of the Government as
influence of Government will destroy the success that the organisation wants to achieve. In
recommendation it can be said that Government interference must be put in distances so that
employee can work by own. In most of the time it has been said that Government interference
does not help a company to succeed globally as they limit the spaces of business. According to
Shanker et al. (2017), Governmental interference makes a barrier in the development of a
business as the bilateral relation is not well in every parts of the world.
Another thing that needs to be recommended is to stop practising of the coercive power. In the
previous cases of BP it has been found that by using the coercive power the company has lost
most of its valuable employee. In the oil spill case the company has been penalised and that it
has been found that it caused due to involvement of employees who do not have the knowledge
of work. If coercive power is not practiced then employees that have been given order to do the
work will not have to work in those places where they have no knowledge. As stated by Tsoukas
(2017), employees must be selected according to the knowledge and the expertise they have. No
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employees must be forced to do the work that is not on their forte. This if practised by the
organisation then the company will be able to get success. This also helps in motivating the
teams and the employees as individuals.
BP as one of the renowned companies globally needs to develop and bring into practice Reward
Power with that of Expert Power. According to Westra et al. (2017), the power of reward helps
in motivating the employees to achieve the goals that has been set by the organisation and that
will help the organisation to get success from that of the works of the employees. Expert power
helps in developing an idea that employees will think a person to be expert and that person will
help the employees to get rid of the problems that they are facing. The expert person must be
working in the company for many years and has the knowledge of the work that is practised in
BP. BP must ask the employees to select that expert by their own rather than making their foot
sleep on to the matter. Employees must be given the space rather than obstructing them so that
work can be developed in the right manner.
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