This report provides an in-depth analysis of organisational structures and culture within the National Health Service (NHS). It begins by examining different management styles, including bureaucratic, administrative, human relations, and classical approaches, and their application within the NHS. The report then delves into the concept of organisational behaviour (OB), exploring its key components such as individual differences, motivated behaviour, ethics, and the value of a person, as well as the importance of human dignity and social systems. It further investigates the relationship between organisational behaviour, motivation, and reflection, highlighting their impact on organisational performance. The report also discusses the advantages and disadvantages of various motivation theories, such as Maslow's Need theory and Herzberg's Two-Factor theory. Finally, the report concludes by summarizing the key findings and emphasizing the interconnectedness of management approaches, employee motivation, organisational behaviour, and reflective practices in driving performance within the NHS.