Analyzing BBC's Organizational Culture and Performance

Desklib offers solved assignments and past papers to help students succeed.

ORGANISATIONAL
BEHAVIOUR
1

Table of Contents
INTRODUCTION........................................................................................................................3
TASK 1...................................................................................................................................... 4
1. HANDY’S MODEL OF ORGANISATIONAL CULTURE AND ANALYSIS OF ORGANISATIONAL
CULTURE OF BBC.................................................................................................................. 4
2. ANALYSIS OF THE CONCEPTS AND POWER IN ORGANIZATIONAL LIFE, CRITICAL
EVALUATION OF HOW CULTURE, POLITICS AND POWER CAN INFLUENCE INDIVIDUAL AND
TEAM PERFORMANCE FOR BBC...........................................................................................8
3. THEORIES OF MOTIVATION AND THEIR RELATION WITH THE PERFORMANCE OF BBC..10
4. CONCLUSION AND RECOMMENDATIONS.......................................................................13
REFERENCES........................................................................................................................... 14
2

INTRODUCTION
This assignment is based on organizational culture and organizational behaviour. Every
organization is having its behavioural aspects which define the objectives of the
organization. To fulfil the objectives of an organization the resource that is to be managed is
the human resource which defines the organizational behaviour. Organizational behaviour
is the study of the behaviour of employees within the organization. In this report, Handy
model for organizational culture will be discussed. Evaluation of power and culture within
the organization is to be done here. Different types of motivational theory will be identified
here in this assignment.
BBC is the world's largest broadcasting company which has gained excellence in public-
serving and is an independent organization.
Figure 1- BBC Head office London
(Source- https://www.bbc.com/, 2019)
3

TASK 1
1. HANDY’S MODEL OF ORGANISATIONAL CULTURE AND ANALYSIS OF
ORGANISATIONAL CULTURE OF BBC
According to handy, 4 types of culture are there in the organization.
Figure 2- Handy model for organisational culture.
(Source- HM, 2019)
1. Power culture- power culture in an organization, a team or a group of people has the
authority and power to take decisions, either directly or indirectly. The whole organization is
influenced by these people only. The organization is controlled from the centre and limited
people are having the positional power to run the organization. In this power culture of
organizational the employees are not allowed to give suggestions and ideas on any decision
or problem at the organization. The powerful people are also authorized to allocate and
delegate their tasks and responsibilities to their subordinates. At BBC certain people run the
organization and have the immense power to control the company but the suggestions of
4

employees are heard and welcomed since it is a news based company which have to
mandatorily use innovative ways for running the channel sop the new ideas of the
employees are always appreciated. Power culture was most popular in previous decades but
in the current scenario, this power-based culture is not functional and useful (Mihaela and
Bratianu, 2012).
2. Role culture- in role organization the power distribution is according to the role or
position of the individual/employee. The individual role in the hierarchy of the company
defines the power of the individual. The organizational structure or the size of the hierarchy
creates organizational culture. The long hierarchy indicates the very long chain for
controlling and for authority. At BBC there is also a long structural hierarchy and there are
various divisions have their respective heads and teams the position of the team member
defines the authority and the level of decision-making authority. As the hierarchy moves
upwards the roles, responsibilities and authority increases, this role culture is followed in
BBC. The role culture is used in almost organizations in the world; the larger will be the size
of the company the larger roles and bigger will be the hierarchy of the company. In the BBC
there are various executive directors according to the regions in the world. There is also
department wise distribution like operational department, finance department, and human
resource department etc. so the organizational behaviour and organizational culture of BBC
is more dependent on the role culture. There is bureaucracy according to the organizational
structure and there is a very nominal scope of the group power or the people having single-
handed power in this role culture (Mihaela and Bratianu, 2012).
5

Figure 3- Organisational structure of the BBC
(Source- https://www.bbc.com/, 2019)
3. Task culture- as the name defines the task culture means that the power and
responsibility are defined according to the specific task or according to the specific project.
There may be a specific problem that needs to be solved so for that a team is formed, so
according to the defined task, the role and power of the individual is defined. At the BBC
there are tasks based teams also that define the team performance. The orientation of the
task culture is to solve the problem or complete a specific task accordingly. The Task culture
is appropriate for the organizations which are project-based like construction based
organizations, also for BBC there are task-based divisional heads like for sports
informational department, the weather-based department etc., for every task or every
project there is specific team and specific heads that are responsible for their team and have
the authority to take the respective decisions (Mihaela and Bratianu, 2012).
4. Person culture- the person culture is more focused on the employees and their
importance in the organization. In this type of culture, the employees concentrate more on
their individual goals. The employees believe that they are superior to the organization and
6

they feel that they are unique and the organization is dependent on them, this happens
where the people are more experienced and there is limited availability of employees in this
sector. The person culture involves the collection of people working together in a workplace
no responsibility for the organization (Mihaela and Bratianu, 2012).
At BBC the power culture is followed by the organization and there is a long hierarchy so the
hierarchical bureaucracy is being followed at BBC. The employees usually don’t have enough
liberty to provide their ideas because the ideas and suggestions will not be recognized or
appreciated. The culture of the organization at BBC is not only power-based but also role-
based. The roles define the authority and power to make decisions.
7

2. ANALYSIS OF THE CONCEPTS AND POWER IN ORGANIZATIONAL LIFE,
CRITICAL EVALUATION OF HOW CULTURE, POLITICS AND POWER CAN
INFLUENCE INDIVIDUAL AND TEAM PERFORMANCE FOR BBC
Power is the most important and the most influencing factor within and outside an
organization.
Culture- a culture of the place where the organization is commencing its business is the
most important factor that drives and influences the performance of the individual or team.
if the culture of the organisation is into promoting the best talent, welcomes innovation
than the employee learns and reacts in the same manner towards the productivity of the
organisation, of the employee suggestions are not attended and they are not allowed to give
innovative ideas ort they are not involved in the decision among then they will not be very
productive and efficient. Culture of BBC involves a positive working environment for the
employees, through positive organisational culture employees feel satisfied with their jobs.
Employee relations are to be maintained with the employees so that they are committed to
the organisation and prove to be trustworthy assets of the organisation. The employees are
not just the person to BBC but they are assets that are the gold diggers for BBC (Shiu and Yu,
2010).
Politics- the employees who don’t want to work effectively, they believe in creating politics
within the organization. Through politics, the employees create their references for
promotion. These employees work for securing their opposition at the workplace. Some
employees tend to come into highlights so that they can gain the attention of the superiors.
Organizational politics is the biased behaviour of the superiors over the employees; they
tend to choose the employee that is more close to them in spite of choosing the employee
that is more efficient and effective at the work. The employees are creating a more negative
environment through achieving higher levels of politics, this not only deviates or reduce the
performance of the other employees but also discourages their commitment towards the
organization. The employees who are willing to be promoted will be demotivated when they
will know that the employee behind politics is promoted. This politics results in higher
employee turnover and also decreases employee morale, confidence to work effectively.
The overall competitiveness or healthy competition is being suppressed. The stress level
8

within the employees is increased, as the employees are pressurised to work till late just to
complete their work on time regardless of knowing the condition of the employees, regular
work pressure creates higher stress in the mind of employees. The employees are not
machines that have to work with a lot of pressure. The employees are very much
appreciated for their talent but the work they do under pressure reduced their creativity
levels and also decreases their desire to learn apart from the regular work (Shiu and Yu,
2010).
Power – power is the most important criteria, through recommendations and through
favouritism the unwilling employees also get promoted and the deserving candidate is not
promoted. This has a very severe impact on current and future organizational culture. The
organization that runs on politics more doesn’t have productivity and any future growth.
There is an influence of power at a small level in every organisation but that doesn't mean
that only through power and authority the organisation is dependent. Like deserving
employees have to be promoted regardless of their introvert nature but if the employee is
good at work but the behaviour is poor than the power here can work for the betterment of
the employee (Shiu and Yu, 2010).
9

3. THEORIES OF MOTIVATION AND THEIR RELATION WITH THE
PERFORMANCE OF BBC
Motivation is the only source that connects the employees to the organization, only through
motivation the employee can work effectively and efficiently in the organization. The
motivation within the organizational culture is highly impactful in the performance of the
employees. There are two types of motivation, monetary and non-monetary motivation.
Monitory motivation involves the bonus, allowances; these are quantifiable benefits which
are very much helpful in boosting organizational culture. The non-monetary motivation
involves appreciation, rewards, employee safety etc. the non-monetary motivation is also an
effective way to increase the confidence and performance of employees.
Maslow’s theory of motivation –
This theory of motivation was given by Abraham Maslow in the year 1943. There are some
factors which drive the motivation ability in the individual and these factors are basic needs
that provide employee satisfaction and motivate employees (Lester, 2013).
Physiological needs - The first need is the basic need of food, shelter and water, these are
called physiological needs. This is the basic need for every individual that is being fulfilled by
most of the organizations and the BBC also fulfils those needs. Sleep also comes under the
physiological needs and every employee needs to sleep minimum six hours a day if the
employee is not getting enough sleep then only he will be able to work effectively (Sadri and
Bowen, 2011).
Security needs- The next need for motivation is safety and security needs, every employee
needs job security, the insurance needs. The employee also needs to be safe at the place of
working, if the workplace environment is not safe then how can it work. At BBC the
reporters sometimes face the problem of safety but BBC ensures that the employee remains
safe and have the basic security that they are basic rights of every employee (Sadri and
Bowen, 2011).
Belongingness needs- the need for love, belongingness, the sense of working and being part
of society whether at home or work is called belongingness needs. The sense of getting
affection from people, from the loved ones is also the basic need of the employee. Within
10

the organization, the people are very one feels good to be a part of organizational culture.
To share the informal bond with colleagues is the basic right of the employees. At the BBC
the employees are connected through teams and also through the events that the BBC
conducts for employees to interact with each other (Sadri and Bowen, 2011).
Self – esteem needs- the esteem needs involve promotion, status, recognition, regular
increments and prizes. The self-esteem needs are important for an employee who has
experience in the field, who have the ability to perform above the standards and also who
have given some productive years to the organization. The seniors at BBC need promotion
and as they gain the experience in this field they have the knowledge that needs
appreciation and rewards. The employee who is awarded in front of every other employee
in the office is a motivation to the employee, the motivation to remain committed to the
organization, the motivation to work more effectively in the organization. This need of
recognition, the needs for appreciation creates healthy competition within the employees;
anyone who wants to be promoted will have to fulfil certain targets, this is the promotion
requirement in every organization. Through this, the motivation, performance both are built
to a very high level (Sadri and Bowen, 2011).
Self-actualization needs- this is the last parameter of this model, where the employee is
having the desire to work with the other employees, the employee needs to focus on the
personal abilities for the future career development. The employees are highly satisfied
when they get chances to learn beyond their routine work, this helps them in developing
career opportunities for professional and personal growth (Sadri and Bowen, 2011).
11

Figure 4- Maslow model of motivation
ERG theory of motivation-
ERG theory of motivation is also based on the basic needs; this theory was given by Alderfer.
This theory states that there are three steps to needs. The first need is the existence need
followed by relatedness and growth needs. The existence need is the combination of
Maslow's physiological needs and safety needs. Relatedness is combined with the
belongingness need and the es5teem needs. The growth need is made up of self-
actualization and self-esteem needs. All these are very important in creating a good working
environment for the employee to remain motivated (Lăzăroiu, 2015).
Existence needs- at BCC this need is surely fulfilled and the employees don't change the
organization for this need, but this need is the basic necessity of the employee for ensuring
the existence of employee or individual (Lăzăroiu, 2015).
Relatedness – this ensures the high motivation of the employee, every employee who he is
satisfied with the working culture of the organisation then he is not only motivated but also
motivates others for working with higher productivity (Lăzăroiu, 2015).
Growth needs- this is especially important for employee’s personal and professional
upliftment, also through this, the career of the employee is moved in a positive direction
(Lăzăroiu, 2015).
12