Organisational Behaviour Report: BBC Culture, Power, and Teams

This report provides an analysis of the organisational behaviour within the British Broadcasting Corporation (BBC). It explores the influence of culture, power, and politics on the organization, examining Handy's organizational culture models (power, role, task, and person cultures) and French and Raven's power dynamics. The report delves into motivational theories, including Maslow's Hierarchy of Needs and Vroom's Expectancy Theory, and their application within BBC. Furthermore, it contrasts effective and ineffective team dynamics, highlighting factors that contribute to team success or failure. The analysis also touches upon Chanlat's theory of political behaviour and its impact on workplace dynamics, particularly concerning issues like gender inequality and its effects on employee motivation and productivity. The report concludes with a comprehensive overview of organizational behaviour concepts and philosophies relevant to the BBC.

Organisational
Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1. Influence of culture, power and politics in the organisation.................................................1
TASK 2............................................................................................................................................3
P2 Content and process theory of motivation.............................................................................3
TASK 3............................................................................................................................................5
P3. Effective team as opposed to an ineffective team.....................................................................5
TASK 4............................................................................................................................................7
P4. Concepts and philosophies of Organisation behaviour.........................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9
.........................................................................................................................................................9

INTRODUCTION
Organisation behaviour helps to know the behaviour of persons in the organisation. It
helps to create business organisation more efficient . This report discuss about the organisational
behaviour of British Broadcasting Corporation. BBC is a broadcasting company of United
Kingdom. The aim of this assignment is to analyse the culture and Organisational behaviour of
British Broadcasting Corporation. This report covers the following topics- influence of power,
culture and politics, motivation techniques and types of team in the company. Apart from this,
report also talks about the concepts and philosophies of organisational behaviour.
TASK 1
P1. Influence of culture, power and politics in the organisation
Organisational behaviour is a management activity which helps to know the human
behaviour in the company. In organisation persons comes from different backgrounds and they
have different attitude toward their work. So it helps to analyse the behaviour of persons for
efficient work in the company.
Influence of culture:
Organisational culture describes the culture of an organisation which includes its values,
rules and beliefs and it is needed to to followed by its all employees. Every company has its own
culture and it needs to be maintained in the same way by its workers. BBC has its own
organisational culture in its organisation (Braccini and Federici, 2013). Handy's organisational
culture are as follows-
Power culture:
Power culture is that type of organisational culture in which high level authority like
manager takes the decisions. This power is vest in the hands of manager of BBC and they have
power to take decisions.
Role culture:
Role culture is that that type of culture in which role of the employees is pre decided by
the management and as per their roles workers have to perform its duties. In BBC, role of its
employees is pre define by the manager according to their skills.
Task culture:
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Task culture is that type of organisational culture in which company make teams to
identify the specific problem or projects. Leader decide the role of workers and according to the
role and duties they have to perform their respective task to achieve organisational goal. In BBC,
manager and leader decide the task of its employees and as per their task they have to perform
their roles. It help to increase efficiency of workers.
Person culture:
Person culture is that type of organisational culture in which employees gives importance
to their work and they do not much concern about the company. Workers come in the
organisation to perform their respective duties and they do nor worry about other members or
employees in the organisation (Chumg and et. al., 2016). BBC follows this culture in its
organisation because manager create discrimination between employees on the basis of gender
and pay scale. So workers does not happy with the management and perform their own role in
the organisation. They do not worry about their team members in the company. BBC follows the
power culture in its organisation because manager has all power to take decisions in the company
and employees have to follow it.
French and raven's power of organisational behaviour
Organisational power is that power which can influence the employees in the
organisation. Manager of BBC has power in its organisation to manage and take decisions . So
that there is differentiation on the basis of pay scale and gender and employees are not happy
with this organisational behaviour. They want to leave the company because of this type of
management and behaviour.
Legitimate power:
Legitimate power is that type of power in which top level management of company takes
the decision. In context to BBC, this power was vested in the hands of manager and it comes
from the designation of a person in the organisation.
Reward power:
Reward power is that type of power which is used by the management to motivates its
workers. Rewards can be like- monetary benefits, incentives etc. In context to BBC, this power
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can be use by the manager to motivate and influence their employees so that they can perform
efficiently.
Referent power:
Referent power is that type of power in which person have an ability to influence others
by its extraordinary skills and qualities and it attract other persons towards them. In context to
BBC, manager can use this power to influence and motivates their workers so that they can
perform better.
Chanlat's theory of political behaviour
Politics with the employees can be seen in the organisation and it can affect the
organisation in positive aspects as well as negative aspects. Normally top level management
plays the politics with the staff in the company .Chanlat's theory of political behaviour
emphasizes the potentially positive aspects of certain forms of political conflict. It accepts a
permanent place for such conflict, but seeks to show how person might accept channel of
productivity. In context to BBC, there was a conflict on the basis of gender inequality and pay
scale in the company (Coccia and Cadario, 2014). Manager of organisation is involve in the
politics by creating the differentiation between their employees. In the company pay scale of
man and women was different. It is the main reason that workers was not happy with this type of
organisational culture of company. They feel demotivated and want to leave the organisation.
Political behaviour of management can hamper the performance of company as well its
productivity because workers does not show their willingness towards their work.
TASK 2
P2 Content and process theory of motivation
Motivation is technique to influence the behaviour of persons in the organisation. It helps to
improve the performance of the employees in the organisation.
Content theory mainly focuses on the internal factors that energize and direct human
behaviour. It is the earliest theories of motivation which is used by organisation and it also called
as need theory because it is generally associated with a view that concentrates on the need of de
terming what motivate persons. This theory can help the manager of BBC to motivate their
workers to achieve the organisational goal. These theories are as follows:
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Maslows Hierarchy of need theory:
This theory is given by the Abraham Maslow in 1940s & 1950s. Maslow hierarchy of
need theory talks about five level of hierarchy needs which can motivate the persons. This theory
can help BBC to encourage and motivate its employees for their effective performance in the
company.
The basic premises of theory is that everyone have five level of needs, these five levels
are sub categorised in two, which are as follows:
Deficiency Needs
Deficiency needs says that there are some basic needs which are needed for survival and
security. These are as:
Physiological need:
These are the essential needs of persons to survive in their life. Physiological needs
includes- water, air, food. These basic needs can be fulfil by the management of BBC so that
staffs can feel better and motivated (Coccia, 2014).
Safety needs:
Safety needs includes environmental, physical and emotional safety and protection. BBC
can provide safe and secure working place to its employees so that they can feel safe in the
organisation. It can motivate and satisfy the workers in the company.
Social needs:
Social need includes the need of friends, care and belongings, In context to BBC,
Management can be friendly with the employees so that they can share their easily share their
problems in their work. If they share its problems then management will try to solve it and it can
increase the efficiency of employees in work.
Growth needs
Growth needs are arises when deficiency needs satisfy. It includes:
Esteem needs:
Esteem need are basically of two types: confidence, self respect and achievement are
internal esteem needs. Status, power and admiration are the external esteem needs. In context to
BBC, management can fulfil the esteem needs of its employees so that they feel motivated and it
can increase the productivity of its workers.
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Self Actualization:
BBC should ensure that workers are placed for those position which they deserve. With
self actualisation staffs feel motivated. So these theories help to get best out of its workers, to
achieve the goal of company.
Process theory:
The process theory is a system of ideas that defines how an organisation changes and
develops. These theories are contrasted with variance theories which are the system of ideas and
which explain the variance in a dependent variable based on one or more independent variables.
Process theory includes vroom expectancy theory which is described as under:
Vroom expectancy theory:
Victor Vroom developed this theory in 1964. The purpose of this theory is to maximise
pleasure and minimise pain. This theory believes that there is a positive correlation between
efforts and performance. To satisfy the needs of employees, BBC can use this theory. It is based
on three beliefs:
Valence:
Valence is the important that the individual places upon the expected outcome. In an
employee of BBC can be only satisfy with the money then management should not force him for
the non monetary benefits or incentives for the motivation (Hyde and Boaden, 2013).
Expectancy:
To fulfil the expectations of employees, it is essential for the management of BBC
to provide training to the workers as per their needs and expectations so that their skills can be
developed.
Instrumentality:
It is the perception of employees about whether they will actually get, what they desire,
even though it is promised by the manager. In context to BBC, manager can fulfil the promises
which made by him to motivate and satisfy its workers.
These theories help to motivates, encourage and influence the employees within the
organisation because these theories mainly focuses to satisfy the workers. If they are happy and
satisfy then they will work more efficiently and it can increase the productivity also. Good
performance of employees can help the organisation to achieve its goal more efficiently. BBC
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can improve the performance of its staff by motivation, being friendly with them and for
appreciation reward system can be followed so that it will encourage the staff to perform better.
TASK 3.
P3. Effective team as opposed to an ineffective team
Team is very essential to perform the regular task of the organisation. There can be two
types of team effective and ineffective team. Effective team is that team which can be able to
achieve the organisational goal and ineffective team cannot achieve the goal of company because
it can not able to perform according to requirements of an organisation (Ormiston and Wong,
2013). BBC has ineffective team in its organisation because manager create discrimination
between employees on the basis of pay scale and gender inequality. So workers does not want to
perform in the team and they do not much concern about other members in the company.
Difference between effective and ineffective team are as follows:
Effective team Ineffective team
Effective team can perform according to the
need of organisation.
Ineffective team can no perform according to
the requirement of company.
In effective team all members help each other
to achieve their group task of its team.
In ineffective team all members can not help
each other to achieve their group task of its
team.
Team members of effective team listen their
leader carefully that what they want to
communicate to its group members.
Team members of ineffective team does not
listen their leader carefully so they can not
communicate its message to all group
members.
In effective team all members of group can
give advise and suggestion to the leader.
Team members of ineffective team can not
give advise and suggestion because leader dose
not want to involve anyone in the decision
making process.
Tuckman team building theory:
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Tuckman develops them building theory in 1965 for the effective team development in
the organisation. This theory mainly focuses on the way in which a team tackles a task from the
initial formation of the team through to the completion of the project. There are various methods
of team development which can be used by BBC for effective team performance (Robbins, S.
and et. al., 2013). These methods are:
Forming:
In this method team is form to identify a particular task which is given by the
management to the employees. In context to BBC, management can make team to perform a
specific task so that organisation can effectively achieve its goal.
Storming:
In Storming team is becoming more close-knit and the team members are gaining each
other's trust. The individual personalities of the team members emerge when they confront each
other's ideas and perspective. In context to BBC , manager can take help of its employees when
there is any conflict arises in the organisation. Workers can suggest its ideas for better solutions
of a problem in the company.
Norming:
Norming is that situation when employees follow the rules of an organisation and it
develops the believe in the workers that they can perform according to the need of company. In
context to BBC, manager can makes rules which can be easily followed by the employees. It
develops the trust in staff that they can perform according to the requirements of the
organisation.
Main reasons of effective team as opposed to an ineffective team:
Communication:
Communication should be effective between the leader and its group members so that
performance can be effective. BBC is not following proper communication channel of
communication in the organisation so create ineffective team in the company (Teh and Sun,
2012).
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Unsatisfactory pay:
Unsatisfactory pay scale in the organisation can hamper the performance of team. In
context to BBC, there was differentiator in the pay scale of man and women so employees get
demotivated and does not want to put its 100% efforts to achieve the goal of company. It makes
the ineffective team.
Bad Leadership:
Bad leadership can influence the performance of employees in the organisation. Leader
of manager of BBC is not able to guide its employees effectively so that workers are not able to
perform better and it the reason of ineffective team (Wood and et. al., 2012). Only good
leadership can build effective team.
There are various benefits of working in team like- If team work together then better
outcomes will come, efficiency will be improve, better and effective ideas will come and mutual
support of team members for each person. If team will work effectively then individual and
organisation both can achieve its goal because of efficiency and productivity of each team
member will increase. So teamwork helps to achieve the goals.
TASK 4.
P4. Concepts and philosophies of Organisation behaviour
There are many concept and philosophies of organisational behaviour which help the
organisation to achieve its goal effectively and efficiently.
Path goal theory
Path goal theory of leadership helps the organisation to work smoothly. This theory states
that a leader's attitude is contingent to the satisfaction, motivation and performance of its
subordinates. This theory helps to motivate and guide the team members so that they can perform
better and efficiently to achieve the organisational goal. There are various types leadership which
can be opt by BBC manager and leader to guide its employees . These are as follows:
Directive leadership:
In this type of leadership style, leaders give instructions to their subordinates so that they
can perform better. BBC can use this leadership style to guide and instruct its workers so that
their performance can be improve.
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Supportive Leadership:
Supportive leadership style can be use by leaders to motivates its subordinates. Manager
and leader of BBC can support its workers by being friendly and approachable. So that they can
share its issues which they are facing in their work. It helps the company to increase productivity
of employees.
Participative leadership:
In participative leadership style, subordinates can give advice and suggestion to the
leader in decision making process. In context to BBC, manager and leader can take help of its
employees so that they can more innovative ideas (Thomson and Van Niekerk, 2012.) It helps to
feel the workers happy hat management is giving importance to them.
Achievement oriented leadership:
In achievement oriented leadership, Leader gives a specific task to its subordinates and
when they achieve its then they are appreciated by the manager. Leader of BBC can use
leadership style to motivate its employees and when workers achieve the goal then it builds the
confidence that they performed well.
CONCLUSION
As per the above report, it has been concluded that organisational behaviour plays a vital
role to achieve the goal of company. To achieve the objectives of organisation, culture of
company should be effective so that organisation can achieve sustainable success. The chosen
company, BBC has faced various issues from its ineffective organisational culture. Manager of
company applies various theories, methodologies to achieve the goal of company. Apart from
this it also focuses on culture, politics and power influence for effective organisational culture. It
also focuses on team building by effective leadership style so that organisation can run smoothly
in long run.
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REFERENCES
Books and journals:
Braccini, A. M. and Federici, T., 2013. A measurement model for investigating digital natives
and their organisational behaviour.
Chumg, H. F. and et. al., 2016. Factors affecting employees' knowledge-sharing behaviour in the
virtual organisation from the perspectives of well-being and organisational behaviour.
Computers in Human Behavior. 64. pp.432-448.
Coccia, M. and Cadario, E., 2014. Organisational (un) learning of public research labs in
turbulent context. International Journal of Innovation and Learning. 15(2). pp.115-129.
Coccia, M., 2014. Structure and organisational behaviour of public research institutions under
unstable growth of human resources. International Journal of Services Technology and
Management. 20(4-6). pp.251-266.
Hyde, P., Harris, C. and Boaden, R., 2013. Pro-social organisational behaviour of health care
workers. The International Journal of Human Resource Management. 24(16). pp.3115-
3130.
Ormiston, M. E. and Wong, E. M., 2013. License to ill: The effects of corporate social
responsibility and CEO moral identity on corporate social irresponsibility. Personnel
Psychology. 66(4). pp.861-893.
Robbins, S. and et. al., 2013. Organisational behaviour. Pearson Higher Education AU.
Teh, P. L. and Sun, H., 2012. Knowledge sharing, job attitudes and organisational citizenship
behaviour. Industrial Management & Data Systems. 112(1). pp.64-82.
Thomson, K. and Van Niekerk, J., 2012. Combating information security apathy by encouraging
prosocial organisational behaviour. Information Management & Computer Security.
20(1). pp.39-46.
Wood, J. and et. al., 2012. Organisational behaviour: Core concepts and applications. John
Wiley & Sons Australia, Ltd..
Online
Organisational Behaviour. 2018. [Online]. Available through:
<https://www.kbmanage.com/concept/organisational-behaviour-modification>.
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