Report on Organisational Behavior: Culture, Teams & Motivation at BBC

This report provides a comprehensive analysis of organizational behavior at the BBC, examining the influence of culture, politics, and power on individual and team behavior. It explores Handy's cultural typology, highlighting the earlier power culture at BBC and its consequences, including instances of abuse. The report also delves into content and process motivation theories, such as Maslow's hierarchy of needs and Herzberg's two-factor theory, to understand how they can improve team effectiveness. Furthermore, it identifies different types of teams within BBC and their importance, applying path-goal theory to suggest improvements in team performance and productivity. The analysis emphasizes the importance of a safe and supportive work environment and the implementation of appropriate leadership strategies to foster dynamic cooperation and organizational growth. Desklib offers similar resources for students.

ORGANIZATIONAL BEHAVIOR

Table of Contents
TASK 01.............................................................................................................................3
P1 ORGANISATIONAL BEHAVIOUR...........................................................................3
HANDY’S CULTURAL TYPOLOGY...........................................................................3
EARLIER ORGANISATIONAL CULTURE AT BBC...................................................6
M1 CRITICAL ANALISATION OF HOW CULTURE, POLITICS AND POWER OF AN
ORGANISATION CAN INFLUENCE INDIVIDUAL AND TEAM BEHAVIOUR AND
PERFORMANCE...........................................................................................................8
TASK 2...............................................................................................................................9
P2 HOW CONTENT AND PROCESS MOTIVATION THEORIES ALONG WITH
OTHER TECHNIQUES MAY HAVE HELPED TO IMPROVE THE EFFECTIVENESS
IN THE TEAMS AT BBC................................................................................................9
M2 CRITICAL EVALUATION OF HOW TO INFLUENCE BEHAVIOURS OF OTHERS
USING EFFECTIVE MOTIVATIONAL THEORIES, CONCEPTS AND MODELS......13
TASK 3.............................................................................................................................14
P3 IDENTIFY AND EXPLAIN DIFFERENT TYPES OF TEAMS IN BBC AND THEIR
IMPORTANCE.............................................................................................................14
M3 ANALYSING RELEVANT TEAM AND GROUP DEVELOPMENT THEORIES TO
SUPPORT DEVELOPMENT OF DYNAMIC CO-OPERATION..................................18
P4 APPLYING PATH GOAL THEORY TO SUGGEST HOW TEAM PERFORMANCE
AND PRODUCTIVITY COULD BE IMPROVED WITHIN THE BBC...........................19
M4 ANALYSING RELEVANT TEAM AND GROUP DEVELOPMENT THEORIES TO
SUPPORT THE DEVELOPMENT OF DYNAMIC COOPERATION...........................21
CONCLUSION.............................................................................................................22
REFERENCES................................................................................................................23
APPENDIX.......................................................................................................................25
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INTRODUCTION
Organisational behaviour is an area of study that deals with various factors like
organisational psychology, organisational theory and human resource management. It
revolves around two basic components, the nature of the organisation and the nature of
man. This field is the base of human resource management, as on the basis of its data.
HRM is directed and channelized by the proper knowledge of organisational behaviour.
This assignment deals with the information regarding Organisational behaviour and how
it influence individual and team behaviour in addition to this how an organisation’s
performance is dependent on it. In addition to this, it includes the earlier organisational
culture in BBC, its drawbacks and how different theories and models are required for a
dynamic cooperation.
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TASK 01
P1 ORGANISATIONAL BEHAVIOUR
Organisational Behaviour is a field of research which deals with improving the
organisation growth by observing the behaviour of the individual around co-workers or
bosses, or when faced a certain amount of difficulties (Wood, et.al. 2012). This analysis
of behaviour helps in cultivating desirable quality or attitude in the person for the
betterment of the organisation.
Organisational Behaviour helps the organisation to examine their workplace and find
ways to improve it. Various factors affect the behaviour of a person in the company; it
may be the relations with the co-workers, increase in workload, type of leadership used,
management plan etc. All the mentioned factors affect the performance of the worker;
thus affecting the overall growth of the organisation. OB helps in determining the factors
and predicting the behaviours of the workers.
HANDY’S CULTURAL TYPOLOGY
According to a philosopher named Charles Handy, there are four types of culture that
are followed by the organisations.
POWER CULTURE:
In such kind of organisations, special powers are provided to specific people, who act
as the decision makers of the company. These superiors assign tasks to the
employees, and the employees do not have the liberty to share their opinion in the open
forum. Superiors in such organisations can sometimes be partial to someone, leading
discomfort among others (Janićijević, 2013).
TASK CULTURE:
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Organisations, where tasks are completed by making teams of people with common
interest, lies under this category. In this type of culture, each team member has to
contribute equally in order to complete the task efficiently (Ojo, 2012.).
PERSON CULTURE:
There exist some organisations where the people feel, they are more important than the
organisation and comes to work for the sake of money. This creates great difficulty in
the growth of the organisation as the employees do not feel connected to the
management. Eventually, the organisations suffer, as one should always remember that
organisation comes first (Nongo, 2012).
ROLE CULTURE:
In such culture job assigned according to the educational qualification, specialization
and interest of the person and is held accountable for the results of responsibility
assigned to the person. In such cultures, power comes with responsibility (Yahyagil,
2015).
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Figure 1: Charles Handy’s Types of Cultures
Source: [WARNER, 2012]
EARLIER ORGANISATIONAL CULTURE AT BBC
BBC is the world’s oldest broadcasting organisation, which had power culture from the
beginning. This power culture used in the company resulted in abuse of powers which
lead to several crimes. This created an inhabitable work environment full of fears. BBC
did not have the culture of complaining of the superiors, which gave them more benefit
to misuse their authority.
Between the years 1959 to 2006 BBC faced major issues regarding its work
environment and culture. According to Dame Janet Smith report at least 72 employees
were sexually abused by Saville (BBC NEWS, 2016). Another power holder, Stuart Hall
abused 21 victims, of which some of them were girls under age 16. BBC ignored
several wakeup calls, and when the investigation was started, it was poorly conducted,
as no satisfactory result was obtained from the investigation. (BBC NEWS, 2016)
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Such incident caused irreparable damage to the organisation and in order cope up with
it, several majors steps have been taken to improve the work environment and make it
safe. Such steps include reviewing and auditing all the policies, encourage people to be
the whistleblower, providing separate investigation units for the complaints, meditation
services, working with NSPCC on developing child protection policies for BBC.
Power distribution in an organisation has a great impact on the overall growth of the
company. John R.P. French & Bertram H. Raven’s stated a theory of how power
impacts the organisations. It also helps us understand that in which ways the power is
distributed in assigning the roles in a company.
1. COERCIVE POWER: It is based on the ability to influence someone to complete
its task by taking something away or threatening punishment if the person does
not follow the instructions. According to French and Raven, the power is related
with positivity as this makes the staff complete the task efficiently. This power is
helpful for the managers and leaders who believe in aggressive style for the
growth of the company (Lunenburg, 2012).
2. REWARD POWER: In this type of power, workers a forced to complete their
tasks, and on successful completion, they are rewarded. Organisations have
started the use of such power as it helps to increase the work efficiency of the
workers and the team. BBC has started this in order to influence people for
whistleblowing (Jayasingam, et.al. 2010).
3. LEGITIMATE POWER: In the most of the firm's managers often uses this kind of
powers as it is based on both punishment systems and reward system. This is
generally based on the role or position of the person in an organisation and can
be easily overcome when the personnel losses the position.
4. REFERENT POWER: It refers to the ability of a leader in any organisation to
influence the workers to perform the task efficiently because of the follower’s
loyalty, respect etc. here the leaders seem to be the role model of the staff
members.
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5. EXPERT POWER: This power is based on the expertise and knowledge one
possess to influence the workers. In this type of power culture, the manager and
leaders are highly intelligent and thus, gain the trust of their staff members.
6.
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M1 CRITICAL ANALYZATION OF HOW CULTURE, POLITICS
AND POWER OF AN ORGANISATION CAN INFLUENCE
INDIVIDUAL AND TEAM BEHAVIOUR AND PERFORMANCE
For the companies like BBC, it is essential to implement such type of culture which
guarantees the safety of the employees. As in the previous years, power culture was
adopted in the organisation which leads to several illegal activities and misuse of
powers. There was the environment of fear within the individuals, which lead to poor
work performance. There was no culture of complaint against the superiors which lead
to more discomfort. Cultural factor at BBC stopped the employees to report the
complaint to the managers, especially when it is related to the presenters.
“Talent factor” was often used in order to misuse the power (BBC NEWS, 2016).
Savile’s basic tactic was to invite girls to see the performance and then use his “talent
factor” to misuse the power. This kind of misused power lead to stress and people felt
unsafe in the organisation, this had a huge impact on the overall performance and
growth of the company. According to Dame Janet Smith, even today atmosphere of fear
lies in the BBC office (Martinson and Grierson, 2016).
In most of the organisations, the power lies in the hand of managers and leaders and
can use them to change the culture in the office. BBC is still coping with the damage
done by some people, as it takes time and proper planning to get back on track and
regain the trust of the people.
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TASK 2
P2 HOW CONTENT AND PROCESS MOTIVATION THEORIES
ALONG WITH OTHER TECHNIQUES MAY HAVE HELPED TO
IMPROVE THE EFFECTIVENESS IN THE TEAMS AT BBC
In any organisation in order to get the results out from the workers, they have to be
motivated to perform the given task. Maintaining a motivational level among the workers
is an essential task for the managers and leaders. A maintained level of motivational
workforce results in improved performance, quality, and high level of staff retention
(Miner, 2015). For motivating the workers and the teams there are several theories that
can be applied in practice. A maintained level of motivational workforce results in
improved performance, quality, and high level of staff retention.
1. CONTENT THEORY:
It is one of the earliest theory of motivation and mostly used in the work
environment, as they have the greatest impact on the management and policies.
MASLOW’S HIERARCHY THEORY:
Figure 2: Maslow’s hierarchy
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Source: [https://www.bbc.com/education/guides/zstpvcw/revision/3]
This hypothesis was first suggested by A. Maslow, according to him, a person
requires five levels of needs, in order to perform and be motivated. First is the
psychological needs that include good health, proper diet and sleep. Second
being the safety of the person, like job security, shelter, etc., the next step in this
hierarchy is social needs that include being part of a group, followed up by self-
esteem and self-awareness, then comes self-actualisation and can be achieved
by gaining individual's full potential (Kaur, 2013).
Managers at BBC can never run out of options when this theory is applied, as
there are different levels which individually include various factors to motivate, in
addition to this, the top level, self-actualisation which means achieving
individual’s full potential can never be fully met.
HERZBERG’S TWO FACTOR THEORY:
Apart from Maslow's theory, this theory is widely used in the workplace, as
according to this theory, there is a person can only be motivated by motivation
factors like recognition, responsibility, achievement and advancement. Such
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factors can motivate the employees to perform at their best. Herzberg suggested
that the opposite of ‘satisfaction’ is not ‘dissatisfaction’ but rather ‘no satisfaction’;
likewise the opposite of ‘dissatisfaction’ is ‘no dissatisfaction’. Factors like
administration policies, supervision, salary and working condition, which are
termed as ‘hygiene factors’ does not create motivation, but less dissatisfaction
(Alshmemri, et.al., 2017).
2. PROCESS THEORY:
This theory is based on setting goals that have to be achieved in a specific period
of time. This is most widely used in the organisation as it boosts up the career. It
describes five basic principles to set up a goal, which are: (Griffin, R.W. and
Moorhead, G., 2011):
CLARITY: to perform any task in in specific time period requires clear vision. The
theory says to set up goal according to the smart process.
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