This report provides a comprehensive analysis of organizational theory and practice at British American Tobacco (BAT). It begins with an introduction to the subject and then delves into the management style and functions of BAT's CEO, Jack Marie Henry David Bowles, highlighting his participative management approach and the principles of management he employs. The report then examines BAT's organizational structure, including its strategies, mission, and culture, with a focus on the task culture. Furthermore, it explores the leadership style of Mr. Bowles, identifying him as a transformational leader and detailing the four 'I's of this leadership style. The report also discusses the effects of power, influence, and conflict within BAT, including the application of French & Raven's Model of Power. Finally, the report concludes with recommendations for improving the company's organizational effectiveness and a list of references.