British Gas: Analysis of Organizational Structure and Culture Factors

This report provides an analysis of British Gas's organizational structure and culture, comparing it with that of EDF. It examines the relationship between organizational structure and culture, highlighting how the hierarchical structure and task-based culture at British Gas influence communication, employee satisfaction, and overall business performance. The report also identifies factors affecting individual behavior at work, such as work culture, communication processes, and job responsibilities, and how these elements shape employee behavior within the organization. The report references several academic sources to support its findings, offering insights into the importance of organizational structure and culture in fostering a positive and productive work environment.

TASK 1

Comparison and contrast of the organizational
structure and culture
The organizational structure means the framework in which company is
operating its business that is flat, horizontal, vertical structure. On the contrary,
organizational culture basically describes the work environment, work ethics,
human beliefs, values etc. Both the terms are different and at the same time
inter-related with each other (Banhegyi, 2007). The culture of British Gas is
Task culture where team based working is done and due to this work culture of
the company is maintained in a healthy manner, due to this healthy culture
hierarchical structure has been designed so that chaos cannot get created.

Cont...
However, the organizational structure of edf is flat and thus, power
culture have got created in which power is centralized and due to which
employees do not get chance to interact with people (Blomme and
Lintelo, 2012).

Impact of relationship of organizational structure and
culture on business performance
The organizational structure and culture are the backbone of any organization.
These two aspects of organization are inter-related with each other. In the case of
British Gas, company have the hierarchical structure in which supervision is
done in that form. Moreover, due to this, communication flow will be smooth
and interaction can be done with all the employees of an organization and thus it
makes the culture pleasant (Drucker, 2012). If there is diversified culture in the
organization and every culture is being valued than employees will feel satisfied
and their will be less absenteeism and turnover. Due to this, employees will
remain self motivated and their performance will be highly effective and
efficient. Moreover, the healthy culture of the British Gas will help the firm to
get effective output and they can implement the changes in an easier manner
(Ehlers, 2009). There will be less resistance by the employees of an
organization.

Factors influencing the individual behaviour at
work
There are many factors which affect the individual behavior of British gas
at workplace and those are discussed as follows:
Work Culture: If there is a task culture and diversified culture at work
and the values and beliefs of employees are valued at BG than this will
affect the behaviour of employees in a positive manner. However, if the
culture is not pleasant and values and ethics are undermined than
employee will feel suffocated and the attrition rate will become high
(Hosie and Smith, 2009).

Cont...
Communication Process: At BG the communication flow is smooth and every
employee get the clear information about every task and other aspects. This
enhances the working performance and shape the behaviour of employees in a
positive manner.
Job Responsibilities: There is no overburden of the job responsibilities at
British Gas and the employees are asked to perform at their best. This enhances
the ability of employees and make the behavior of employee positive towards
the organization.

References
Banhegyi, S., 2007. Fresh Perspectives: Management. Pearson South
Africa.
Blomme, R. J. and Lintelo, K. B., 2012. Existentialism and organizational
behaviour: How existentialism can contribute to complexity theory and
sense-making. Journal of Organizational Change Management. 25(3).
pp.405 – 421.
Drucker, P., 2012. The Practice of Management. Routledge.
Ehlers, U. D., 2009. Understanding quality culture. Quality Assurance in
Education. 17(4). pp.343 – 363.
Hosie, P. J. and Smith, R. C., 2009. A future for organizational behavior?.
European Business Review. 21(3). pp. 215–232.

Thank You