Organizational Behavior Case Study: BBC's Reorganization Analysis

This case study provides an in-depth analysis of the BBC's organizational behavior, focusing on its structural reorganization and transformations. It examines the influence of culture, power, and politics within the organization, particularly highlighting the changes implemented since 2015. The report utilizes scholarly articles and Smith’s review of BBC to identify drawbacks in the previous organizational structure and the improvements resulting from recent changes. Key areas covered include the implementation of a task culture, improvements in employee communication and HR practices under Valerie Hughes-D’Aeth, and the impact of motivational theories on team efficiency. The study concludes with recommendations for sustaining the success of BBC's reorganization, emphasizing the importance of equity, clear communication, and positive reinforcement strategies to enhance employee commitment and overall organizational performance. This assignment is available on Desklib, a platform offering a wide array of study tools and solved assignments for students.

Organizational Behavior
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Executive summary:
The objective of the report is to analyze the case study provided; delivering insights about the
organizational structure of BBC and the reorganization that has lead to transformation. A
strategic research based on scholarly articles and Smith’s review on BBC organization has
supported the aim. The results indicate some major drawback that prevailed in the earlier
structural conduct for BBC and major efficient and impressive organizational transformation in
the recent past since 2015. The report concludes on various suggestive techniques to carry
forward the success of reorganization of BBC and it is highly recommended to follow suggestive
measures for betterment of the organization.

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Table of Contents
Introduction:....................................................................................................................................3
Discussion:.......................................................................................................................................3
Task 1:.............................................................................................................................................3
A..................................................................................................................................................3
B...................................................................................................................................................5
Task 2:.............................................................................................................................................6
A..................................................................................................................................................6
B...................................................................................................................................................9
Task 3:...........................................................................................................................................10
A................................................................................................................................................10
B.................................................................................................................................................11
Task 4:...........................................................................................................................................13
A................................................................................................................................................13
B.................................................................................................................................................14
Conclusion:....................................................................................................................................15
References:....................................................................................................................................16

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Introduction:
An organization like any other efficient working system is based on its framework-the people.
The people of any concern have to show tremendous ability and skill in developing and planning
of an organization so as to build an efficient operational display. The managerial focus involves
the proper assessment of culture, power and politics to have a positive influence of each on the
employees and teams of any organization. This report in particular deals with the
reorganizational context of BBC based on the provided case study for the same, as this
organization has experienced a huge range of up gradation and transformations in the recent past
in terms of culture, politics and power. The upcoming sections will provide will demonstrate in
details about the influence these fields have had on the organization.

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Task 1:
A.
Over the years, regarding the construction of efficient organizations around the world, business
and organizational models have been formulized to provide suggestive methods for the
managerial sector of the organizations to build a strong and mindful framework for the
betterment of the quality of services they promise to deliver the community around and to study
the influences of various aspects of the business on its employees as well as its surroundings.
One of such organizational model is the ‘Charles Handy’s four types of organizational Cultures’
provides theories of organizational cultures classified directly under four prime aspects or fields
(van der Velden, 2012). This organizational model has had an extremely powerful effect
concerning the modern management techniques of the organizations around the globe. The
theories presented through this model have supported the enhancement of managements in a
more humanitarian process with a widened vision and purpose-oriented organizational front.
Each of the aspects present in the model deals with various presupposition concerning human
behavior and motivation alongside, the basis for power and its influence. The prime aspects in
this model are based on the following:
 Power Culture: organizations revolving around power culture witness few regulations
indicating the actions and the decisions are solely dependent on few individuals wherein
power resides. Herein, the employees are rather recognized based on the list of their
achievements rather than their dedication. This is a strong methodology that can provide
easy decision making often proving to be toxic in the long term built for the
organization.

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 Role Culture: this type of organizational culture directs power based on designations and
is thoroughly controlled by the roles and responsibilities of everyone present in the
system or the structure built with the support of long-chain commands.
 Task Culture: this type of culture flourishes on team dynamics. The efficiency of the
individuals addressing specific problems determines the power influence of the tem,
depending on the specific area of work power tends to shift (Russo et. al, 2013).
 Person Culture: this type of is solely dedicated to a group of individuals working in the
same organization and view themselves as superior to the structure (do Carmo Silva &
Gomes,2015).
In light to the Smith’s Reviews (Smith, 2016) about the BBC organizational culture and the
analysis of Handy’s Cultural typology certain trends are noted prevailing in the BBC front
that is worth the further discussion (Smith,2016). In context to the Smith review, the report
findings critically indicate major failures that were evident in the earlier organizational
structure of BBC concerning some serious issues like the harassment and bullying of
employees and an ineffective system of complaint registration wherein, the staff issues were
completely unnoticed and ignored. Following these facets of the structure, a non-
complaining culture was developing in the organizational front as there was clear evidence
in BBC that the victims were persuaded from launching complaints as this would cause
certain damage to the staff’s careers. The atmosphere of fear existed in BBC making
impossible intractable situations concerning the problems. Especially, the non-complaining
culture about any member of the talent was more evident even in cases of sexual assaults.
On analysis of the theories presented in the model of Handy’s the BBC organization had a
strong power culture wherein, the rights to exploit or to decide depends only to few of the

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individuals with actual power and was protected from any complaints and the structure also
lacked proper complaint registering and communicating system. These recorded pointers
caused enough failures for the organization till the reorganizational transformations
happened in the recent past.

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B.
As is discussed in the previous section, the BBC organizational structure to quite an extent
experienced failures regarding appropriate work culture that is expected to prevail in
organizations until recent past with the joining of Valerie Hughes-D’Aeth in 2014- the HR
director, the company’s organizational culture has experienced a revamp. She proved to be
betterment in regards to the improvised work culture wherein, the employees unlike in the earlier
setup, loves to work for the organization and feels proud to be a part of it (People Management,
2018). The politics and the vision for is to prove BBC more efficient with more contents and an
active HR system. She also awarded the organization with the delayering management which
was an important managerial step as a response to the Smith’s review and to make BBC a more
transparent platform for the employees where their rights are preserved. While the
reorganizational activities of Tony Hall, the director general the case study provides evidence of
construction of specific structural teams to address diverse issues and an efficient system of
employee and management communication is developed. In accordance of the theories of
Handy’s Model, BBC can be seen as a growing structure with a developing Task Culture,
wherein there is no single source of power but is a matrix organization in which the power is
derived from expertise depending upon a team’s necessity for the same.

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Task 2:
A.
The basic motivational concepts deal with the aspects like the idea of motivation, reward,
extrinsic and the intrinsic rewards. A briefing on each of this provides us with the insights
relative to the theories relevant to the fields. Motivation refers to the urge within an individual to
achieve a persistent level of success. Reward is directly relative to the outcome of the chain of
efforts an individual channelizes, this is classified in two dynamics the extrinsic one, wherein an
external source values the outcome while in intrinsic value system a self-motivation develops as
one achieves his target. The extrinsic reward might just happen to be in terms of pay, bonuses,
promotions, awards and recognitions (Miner, 2015). The motivational are diversified depending
on three prime theories namely, Content, Process and Reinforcement theories. This theory will
deal with the concept of the theories and the possible managerial implementations surrounding
these motivational theories.
 Content theory: this theory focuses on the diverse human behaviors depending on
individual needs and work situations. This further can be classified into three main
theories:
 Hierarchy of needs: lower order needs like the psychological, social, security
necessities along with the physical and social well being and the higher order
needs as individual esteem and necessities for psychological growth, affect the
work-environment behaviors and attitudes of the employees. This follows a
progression principle to indicate that only a satisfaction of lower order need can
activate the next level need.

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 ERG theory: this implies on the existence, relatedness and growth needs
indicating that any need can influence the behavior and follows a frustration-
regression principle.
 Two-factor Theory: this revolves around hygiene and satisfier factors providing
elements of job content or dissatisfaction and the sources for job content and
employee satisfaction.
 Process theory: this model completely focuses on the importance provided by people
towards any kind of rewards and their behavioral aspects with the work-related
environment (Kovjanic et al., 2012). This field revolves around the people preferences
and available rewards that are present that motivates for hard work with three theories:
 Equity theory: any perceived inequity in payments is considered a motivating
state, this is most of the times responded through changing of work inputs, awards
and comparison factors.
 Expectancy theory: three aspects are important- Expectancy, the will that drives
them to work hard, Instrumentality-that success would be rewarded and Valence
(Manzoor, 2012).
 Reinforcement Theory: this field examines the ways environmental consequences affect
people’s behavior. There are most importantly few conditional strategies, the positive and
negative reinforcements wherein the former presents a pleasant consequence and vice-
versa for the later. Then is the Punishment and Extinction strategy, the former decreases
any unpleasant conduct through presentation of unpleasant output while the later is done
through removal of the same.

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Analysis and proper application of these mentioned theories as is presented in context of the
improvisation of in the efficiency of the teams within BBC (Uzonna, 2013). Few techniques
can be developed as managerial implications for the purpose:
 Following the equity theory, the management must present perceptions of rewards
and negative comparisons should be minimized and importantly, the payment criteria
must have equity.
 In light of expectancy theory the managers should appoint individuals with
appropriate abilities with a high-level performance goal. Additionally, psychological
contracts must be clarified, performance rewards must be communicated alongside,
identification of individual needs and deserving awards must be there (Goleman,
2017).
 Regarding a positive reinforcement the management should communicate the
necessary work behavior, involve diverse inventory rewards, present recognitions and
the follow laws for immediate reinforcement.
 Punishments must be a part of the policies in areas of misconduct and should be
communicated well to everyone.
 Freedom of choice must be practiced but in a restricted way so that no organizational
harm occurs.

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B.
Practicing the motivational concepts in the organizational structure would in a definite way
provide the employees with positive perceptions to achieve their goals and improve their
performance levels (Kusurkar et al., 2012). Implementation of the motivational concepts would
help the organization achieve team efficiency for diverse responsibilities in BBC through:
 Increased level of employee commitment, as motivated workers provide dedication at
work.
 Increased level of employee satisfaction, this is a key asset for an organization for
success and growth (Cherian & Jacob, 2013).
 Provides self-development of the employees through their achieved goals and eventually,
the performance level increases.
 A performance-recognition would be helpful in increasing the employee efficiency.
Equity would motivate them to achieve more targets henceforth, the productivity
increases for the entire structure (Fernet, Austin & Vallerand, 2012).

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Task 3:
A.
Following the reorganization of BBC, it is evident from the case study they constructed three
main divisions in 2015 namely, ‘nations and regions’, channels and commissioning’ and
importantly delayering management. A proper assessment of roles and responsibilities helped
them acquire the required knowledge and as a result many senior managers were reduced in
numbers almost by 40% and it lead to a significant cost reduction for the organization.
In terms of operational and functional efficiency the management concentrated on various
campaigns for better communication, management visionary, recognitions and rewards and they
put forward an effort to collaborate the existing teams in the organization. The new and
developing communication structure allows the employees to freely interact with management to
address any potential issue. A challenge and necessity of 20% reduction regarding HR cost was
urgency for a better investment in services and content which has been successfully handled
providing funding for back office functionalities and HR services only 6% and the rest is
involved in content (People Management, 2018).
In accordance with the BBC commitment to expand 50% of the organization roles outside
London were a sheer challenge which has been evidently dealt with in quite an impressive way.
Relocation for employees is a major issue for any organization as it was for BBC but Hughes-
D’Aeth put in an impressive effort to convince rather than force her employees. Finally, a
forensic conduct regarding the required outsourcing of services was performed categorically to
make the right decision. As from the organizational view of BBC, outsourcing services included
managerial conduct while the transactional HR and recruitment, alongside resource supporting

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was in-house agendas. The team has performed a successful job as it is on record, 90% of queries
were answered over calls as expertise was from an outsourced provider. The target of 20%
reduction was overwhelmingly successful as 30% of the cost reduction for Hughes-D’Aeth.
The reorganization of BBC has provided them with more than financial benefit providing them
the necessary knowledge of the required management to provide the organization a support for
an efficient transformation.

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B.
For an efficient organizational front team efficiency and management is extremely essential.
Various models and theories, supporting this view has developed few suggestive methods to
provide guidelines for the managerial concerns to develop efficient teams to increase
productivity (Raes et al., 2015). Tuckman and Jensen’s model of team development explains the
phases and steps of maturity for teams following appropriate coaching. In accordance to this
model there are four stages in team progression namely:
 Forming: this is the initial stage of team development wherein, the dependence on the
leaders is extremely high. The objectives are almost unclear and the bonding is still not
satisfactory. This can prove to be a tolerance test for the system and the leaders.
 Storming: this is the second stage wherein, the decision-making is not an easy process as
each member would aim for a specific establishment in the team, this might be
challenging. While purpose-clarity is achieved but uncertainties might prevail concerning
the power struggles. A strong team goal should be focused on (Polston-Murdoch, 2013).
 Norming: specific agreements and consensus is developed among the team. Clarity of
roles and regulations is transparent and big decisions are taken by the group in
collaboration. The team discusses its goals and techniques. The leader enables the
operations and supports the team performance and decisions (Edson, 2012).
 Performing: this stage is crucial as the strategically aware team now has a shared vision
and any complication could be solved positively not damaging the team goals. Necessary
methodologies are adapted or improvised to perform better and benefiting the
organization.

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In accordance to the available case study for BBC organization each of the concepts of the
model, has found its application for the development of an efficient team. Hughes-D’Aeth
had appropriately formed the teams with efficient colleagues who would prove beneficial in
the process. The communication system was eligible enough to hear out all the issues that
required addressing for efficient team collaboration and roles and responsibilities were
appropriately put forward for the team regarding outsourcing services and the in-house
responsibilities. Even if relocation seemed a challenge, the HR- head didn’t choose to force
rather convinced her team members to facilitate the organization and finally, in regards to
performance evident records of success is presented in the case study, not only successfully
performance was witnessed but the team performance benefited the organization more than
was proposed and a higher cost reduction for Hughes-D’Aeth, was possible providing higher
goals for the future.

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Task 4:
A.
Team performance and productivity is a growing and significant aspect in BBC, as per the
records and the provided case study. Efforts must be present to enhance the effectiveness of the
present teams of the organization. One of such models which help in improving leadership
techniques is Path-Goal theory, as an efficient leader would only develop a progressive team
(Northouse, 2018). The Path-Goal theory is a framework provides insights for the leaders to
achieve greater levels of efficiency resulting in a successful organization. The model presents
effective techniques for the leaders to clarify direction to the followers in the team, removal of
any obstacle and improvise ways to present awards and recognitions for the deserving candidates
(Edson, 2012). Applying these techniques in BBC Organizational front can support the building
of efficient team as the leaders can achieve the following mentioned success by developing an
influential posture:
 The team effectiveness would increase as the model provides suggestive ways for the
leaders to assess the needs of the team individuals in an appropriate method and to
clarify the goals in the work situations. The flexibility available in this model might
enhance the diverse work culture as is the aim of the HR head of BBC, by meeting their
level of job satisfaction eventually raising the respective retention rates (Hayyat Malik,
2012).
 The risk of conflicts du to diverse culture in the organization can be avoided through an
effective leadership thus not ruining the turnover intentions for the organization.

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 Following the participative leadership style of the model the focus would lie on mutual
participation; this would solve any complex agendas and challenges (Alanazi, T. R.,
Alharthey & Rasli, 2013).
 Again, following the achievement-oriented leadership, the leaders can assess any
unmotivated situation and present to the members with a challenging goal for the overall
benefit.
These are some of the managerial implications via the Path-Goal Model that would efficiently
support the BBC organization to develop an effective and progressive team, following an
efficient leader, determining huge success and growth rates.

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B.
Considering the previous organizational structure for BBC, as is presented through Smith’s
review and in the case study (Smith, 2016), there were major managerial failures resulting in
serious conflicts and unpleasant consequences. Starting with an ineffective communication
system, which didn’t provide the employees to interact with the management as per their
requirement for addressing the issues as a result a degrading work culture prevailed. A biased
management system was in conduct in the BBC front wherein, no equity was maintained. In
terms of payment inequality prevailed, this was enough de-motivation for the employees to
ensure high work commitment. Team collaboration was absent which was a major drawback in
proper assessment of goals and agendas of the organization. As per the Smith’s review, the BBC
organization lacked major disciplinary policies and the required leadership to achieve a
progressive growth. These were some of the major barriers for the concern in achieving an
efficient team or an efficient organizational structure. Proper techniques of leadership and
managerial implications, when maintained, would help them construct a progressive unit with
persistent success.

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Conclusion:
Through specific and important pointer in the Smith’s review for BBC organization and analysis
of the case study provide, major drawbacks had been noticed and so is discussed in this report
providing an insight to the existing structure of the BBC. However, a reorganization by the HR
head, Hughes-D’Aeth and director General Tony Hall has brought about appositive
transformation for the organization which is much appreciated and is suggested to carry forward
through standardized method of leadership to achieve a successful framework with content
employees ensuring high rates of productivity.

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