Organisational Behaviour Report: GSK and PFIZER Leadership Styles

This report delves into the realm of organisational behaviour, focusing on a comparative analysis between GlaxoSmithKline (GSK) and PFIZER. It explores the impact of organisational structure and culture, highlighting the differences between GSK's flat hierarchical structure and task-based culture, and PFIZER's tall hierarchical structure and power-based culture. The report examines the influence of various factors, such as motivation, flexibility, abilities, work environment, and communication, on employee behaviour at GSK. It further analyses different leadership styles, including autocratic, participative, and delegative approaches, and their impact on employee performance. The report also discusses the application of management theories, such as classical management theory, human relations approach, contingency approach, and socio-technical approach, within both organizations. Furthermore, it investigates team dynamics, leadership styles (autocratic and democratic), and motivational theories employed by GSK to enhance employee engagement and performance. The report also analyses the differences in organizational management approaches between GSK and PFIZER, and the importance of selecting the right leadership style for different situations.

Organisational
Behaviour

TABLE OF CONTENT
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1................................................................................................................................................1
1.2................................................................................................................................................2
1.3................................................................................................................................................2
TASK 2............................................................................................................................................3
2.1................................................................................................................................................3
2.2................................................................................................................................................3
2.3................................................................................................................................................4
TASK 3............................................................................................................................................5
3.1................................................................................................................................................5
3.2................................................................................................................................................6
3.3................................................................................................................................................7
TASK 4............................................................................................................................................7
4.1................................................................................................................................................7
4.2................................................................................................................................................8
4.3................................................................................................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION

Organisational behaviour hereby assists in acknowledging the human behaviour at the
workplaces. It is basically a composed set of organisational structure and culture that in turn
impacts upon the establishment and its people. This includes a most elementary part of
communication in it where making continual interaction among the employees and employers is
forecasted to be a foremost requisition to envision a considerable behaviour of the workforces. It
is a fundamental measure that in turn assists the personnels to operate with a collaborative sense
of work towards a similar acquisition of goals (Colquitt, Lepine and Wesson, 2011). Timely
achievement of targets is always anticipated to be an utmost important consideration for almost
all sort of enterprises where the below report is based on a health care venture. GlaxoSmithKline
(GSK) is a renowned health care company of UK with a foundation year of 15 years. It largely
deals in pharmaceutical products and services with a current enumeration of 96, 575 number of
workers appointed by them.
TASK 1
1.1
In context of organisation, there are different types of structure and culture which are to
be followed by them including hierarchical, functional, geographical and matrix and so that the
culture includes the task, power, role and person. These are the cultures which are followed in an
organisation. In context of GSK, the flat hierarchical structure is followed in which there are no
multiple levels of management so that there are some few levels of management and the main
advantage of this structure is to elevate the responsibilities in an organisation. On the other side,
the culture of the GSK is task based which includes the help to lead the employees to make a
strong bonding and healthy relationships among the employees within the organisation.
There is a comparison between the GSK and PFIZER as both have different culture and structure
that it includes the different structure which is tall hierarchical and it is helpful in making
opportunities for advancement and to make more specialized mangers(Pinder, 2014). In addition
to this, the culture if PFIZER is based on power as the people with higher authorities have right
to take all the decisions of the organisation. On the other side, there is one of the disadvantage of
the power culture is the potential of misuse which can harm the organisation. Thus, both the
organisations have their own different culture and structures which are followed by them.

1.2
There is a direct link between the culture and structures of the organisation and it has
impact on the performance of the company. As the culture is needed to match with the structure
of the GSK. There is a requirement to have a flat hierarchical structure to maintain the proper
relationship and responsibilities of the organisation. Within the culture they are assigned with
roles and responsibilities according to the interest and qualification of the employees. It can be
handled in effective manner to create a positivity among the employees so that various issues can
be solved. Moreover, in order to increase the performance of employees the management
includes the employees in decision-making process as they feel the sense of involvement in an
organisation(Hogg and Terry, 2014). In addition to this, in order to make good relationship and
strong bonding they adopted a task based culture as it helps to achieve the goals and objectives
of the company. The culture and behaviour of employees puts an effect on employees as a team
or individual. It overall helps to increase the profitability. Thus, it creates a proper working
environment and make the best use of resources in an organisation. So that it helps in enhancing
the performance of GSK.
1.3
In order to influence the behaviour of individual employee at GSK, there are different
factors which are as follows: Motivation- It is the most essential factor which can influence the behaviour of
employees and it is adopted by GSK with different models and theories of motivation to
encourage the employees. In order to increase the productivity and efficiency it is
necessary to fulfil the demands and needs of employees so that they can keep motivated. Flexibility-This is another factor which influence the employee's behaviour at GSK. It
involves the change in environment in which employees expect some flexibility at
workplace. Abilities and skills- The employees of GSK are influenced by the abilities and skills
which they possess. It helps to improve the performance as there are various kinds of
people working with different knowledge and skills. It has an impact in overall growth of
the organisation by sharing the skills and knowledge (DuBrin, 2013).

 Work environment- It is also an important factor to have a positive work environment at
the stated organisation which will increase the potential of employees and it helps in the
overall growth and development.
 Communication process- The most important factor which influence the employee's
behaviour as employees are able to share their opinions and implementation of proper
communication process.
TASK 2
2.1
In an organisation, leadership styles provides them to implement the plan, giving
direction and motivating the employees. There is an impact of leadership style in both
organisation GSK and PFIZER and they have power to influencing the performance of
employees by creating a corporate culture. There are some leadership styles which are effective
are as follows:
Autocratic Leadership style- It refers to that style in which there is no involvement in decision-
making process as leasers are taking there decisions on their own. It is effective in GSK as the
decisions are taken by the senior level management. In PFIZER, there is total control over the
streamlined work process and they take quick decisions(Robbins and Judge, 2012).
Participative Leadership Style- This is also known as democratic leadership style in which
everyone has a right to take the decisions but the final decisions are taken by the senior
management only. Thus, there is an impact on both the organisation and the ideas of employees
are appreciated.
Delegative Leadership style- This style of leadership provides guidance to the employees to
gives duties of making decisions to the trusted members of the organisation. The loss of
positivity and motivation as it confuses the team member, this is the disadvantage of this
leadership.
2.2
Management takes place within the structure of organisation goal and their roles. There
are the theories of management which influencing GSK:
Classical Management theory- It describes the structure and explains the benefits of the
organisation. There are some principles which are included in this theory which are as follows:

Discipline- There are rules and regulations as per the agreements between the employees and
organisation (Miner, 2015).
Equity- All the employees of the organisation are treated equally.
Order- It is the place for the right task with right person.
Division of work- The work is equally divided as per the performance of the employees.
Unity of direction- There is one person plan for all group of activities.
Thus, this theory helps the stated organisation in coordinating and planning all the action
plan and organise to control all the activities. The main advantage of the theory that it gives
detailed information regarding centralization and unity of command. The disadvantage includes
the requirement of huge investment.
2.3
This section is to compare distinct approaches if management by GSK and another
enterprise with a similar nature of work. It is basically with reference to the accessible theories of
management and leadership that are being applied by GSK and PFIZER. Adopting an effective
style of leadership is always referred to be a major prospective of all sort of organisations. It is
where these two cooperation's mainly relies upon three distinct approaches of management, as
stated below- Human relation approach- It is a fundamental mean of guiding the workforce with a
clear understanding of their behavioural terms. This require both cited firms to outlook a
fine maintenance of human relationship at their respective workplaces. In context to
which, the managers of GSK and PFIZER are hereby required to maintain a supportive
outlook towards their staff members (Nadiri and Tanova, 2010). Contingency approach- It is a situational percept that further depicts the management of
both quoted entities to adopt a particular style of leadership. It therefore depends upon the
existent situation of the workplace according to which, the team members are being
guided by the leaders.
 Socio technical approach- It is an approach in which there is interaction between the
people at workplace and technology so it helps in the development. To enhance the
performance of employees both the organisations GSK and PFIZER are required to use
this approach. Thus, with the help of these approaches, management of both the
organisation can work effectively and efficiently. It is a relative term of social technical

systems (STS) that is used to handle the complex situations of work that also supports in
interacting with the complex societal systems by precisely referring to their distinct
human behaviour.
TASK 3
3.1
Today's contemporary set of business necessitates the workers to largely work in teams
and group of individuals that results in a faster achievement of targets. GSK with a similar sense
of work, largely supports the concept of group operations where each of their teams are allocated
to a particular leader. Leaders with their distinct nature and mode of command hereby implicates
different styles of leadership to guide their respective teammates in a directional manner. As a
result to which, below are the two leading styles of leadership that are usually adopted by the
delegated leaders of GSK- Autocratic style of leadership- It is referred to be a very common measure of leaders to
guide their team members in a commanding way. In context to which, this style includes
a strict possession of leaders where they are only required to provide guidelines to their
group members (Walumbwa, Hartnell and Oke, 2010). These guidelines are further
required to be followed by the associated members of a team with no possibility of
denying the bestowed command of their leader. This often leads to demotivate the
workers where they get bound to follow such authoritative commands that are presented
by the leaders without consulting them.
 Democratic style of leadership- This style is often illustrated as a participative style of
leadership where the teammates are primarily involved in the decision-making
procedure of GSK. After which, the latent decision are being framed by the solicitous
bodies of GSK that is reflected to be the most motivational tact of retaining efficient
force of workers at the workplace.
However, motivation is a relative facet of leaders in GSK where they are the foremost
responsible bodies who encourages their group members. In relation to which, opting for a
considerable style of leadership is referred to be yet another major consideration of the leaders
where GSK is presently working as per the norms of participative leadership style. Whereas,
with a changing period of time, GSK may face some critical circumstances that could lead their

administrative bodies to make prompt decisions. Thus, to deal with such situations, it is
important for them to consider another format of autocratic leadership style where the leaders
can hereby refer to make tactful decisions without involving their team members in it.
3.2
Motivational theories are referred as most assistive tool of retention that tends to hold the
occupational period of an individual for a longer period of time. It is where motivation is hereby
defined as an essential measure of preserving and enriching talented resources in the
organisation. With a similar consideration of it, GSK too considers adopting varied motivational
tools that also boost up the valuable sense of accomplishment in their employees. It is mainly in
support of their open style of management where the employees are already provided enormous
means to satisfaction to work in a respectable manner. However, the two most affluent tools of
motivation are with reference to Maslow's need hierarchy theory and Herzberg's two factor
theory, as depicted below- Maslow's need hierarchy theory- This particular theory is composed of total five
constituents that are levelled as per the indispensable consideration of individuals. These
five topical elements are further segregated in three distinct proportions, as defined
below-
◦ Basis needs- It is referred to be the foremost consideration of individuals where safety
needs and mental needs are primarily referred by them. With a similar consideration
to which, the administrative parties of GSK also reckon upon fulfilling such basic
requisition of their employees by together providing them a secured context of
working (Snape and Redman, 2010).
◦ Psychological needs- This element is with reference to the esteem and belongingness
needs of an individual that are being considered by the designated leaders of GSK. In
context to which, GSK hereby believes to operate in an open work environment
where all their employees can freely interact with one another.
◦ Self fulfilment needs- These are the self fulfilment needs of an individual where a
major number of employees in GSK together believes to showcase
their full potential level that also includes some creative activities. The appointed
leaders of GSK should hereby give a prior chance to exhibit the capable features of
such employees.

 Herzberg's two factor theory- This theory is composed of total two distinct components
of hygiene and motivation that retains the efficient workforce of GSK. These factors are
as delineated below-
◦ Hygiene factors- An effective implication of these factors tends to lower the
discontentment level of the employees where GSK hereby outlook finer measures to
implicate effective work stipulation. Along with which, some additive benefits with
apt level of remuneration is also defined to be another considerate measure of this
factor (DiPaola and Tschannen-Moran, 2014).
◦ Motivation factors- These factors are associated with fine measures of self
recognition, achievements, accountability level and personal growth requisitions of an
individual. In context to which, an active existence of these factors tends to raise the
contented level of employees with a prior responsibility of GSK to refer these
constituents while framing their work policies.
3.3
Motivation being an utmost important consideration has some evidential grounds of
effectiveness. In context to which, motivation is a relative tool of retention that tends to hold the
efficient workforces for a longer time period. Productivity is referred to be yet another foremost
deliberation of a motivated workforce where they hereby refer to operate with a more contended
outlook. The motivation tools are defined as some aided measures for GSK to promote the
efficiency of their workers in a definite way. In context to which, these applications also results
in enhancing the valuable sense of working in employees where they operate with a more
sensible outlook of work (Suppiah and Singh Sandhu, 2011). As a result to which, timely
submissions are being made by the personnel's of GSK that ultimately benefits the furniture
establishment with higher number of shares and revenues in the market. This also showcases a
raised profitability ratio of GSK that is a relative measure of their higher sales. Though, there
exists some configured drawbacks of these motivational theory with reference to the former
theory of Maslow's need hierarchy. It is mainly in context of a deficit measurable tool to figure
out the satisfaction level of the workers.

TASK 4
4.1
A group is defined to be a set of two or more people who are working towards a common
attainment of goals. It is however referred to be a major consideration of the cooperation's like
GSK to frame effective teams with liable set of individuals who can thoroughly work upon the
given assignation. In context to which, there exists two leading terms like the nature of groups
and group behaviour that are primarily required to be interpreted by the concerned bodies of
GSK who are responsible to form the groups (Spector, Bauer and Fox, 2010).
Nature of group- This involves varied kind of groups that are formed to reckon a timely
accomplishment of organisational goals and objectives. In addition to which, a group is
composed of distinct set of individuals who possess different nature and qualities. However, a
group is mainly sorted in two categories of formal and informal teams of individual. It is where a
formal group is framed by the administrative parties of GSK in order to work upon a similar
acquisition of goals. Whereas, the informal groups are themselves formulated by the employees
on the basis of their preserved companionship (Chiang and Hsieh, 2012).
Group behaviour- This is yet another leading consideration of the management bodies of GSK
where they are hereby required to outlook a maintained behaviour of the workers that should
represent a cooperative alignment of work among them. Thus, with a similar reference to which,
an affirmative behaviour has been envisioned among the employees working in teams at GSK.
Such positive attitude of work has resulted in productive submission of tasks on due time period
by the staff members (Eatough and et.al., 2011).
4.2
Formulating an effective team will consequently result in rendering impelling submission
of tasks by the group members. GSK has therefore adopted some effectual strategies to envision
the effectiveness of teamwork, as described below- Individual skills- Skills and abilities are referred to be a foremost consideration while
framing a team. It is where the settled individual can hereby tend to perform as per the
standardised format of work. The concerned bodies of GSK should hereby refer to make

a primary analysis of the existent proficiencies of their employees and accordingly build
the groups. Leadership- It is yet another major requisition while forming an effective team where the
appointed set of leaders in GSK should aptly handle their team members with liable traits
of leadership. A foremost consideration of a leader is to continually motivate their
workers to operate in a productive manner for timely accomplishment of their
organisational targets. Cohesiveness- It is also positioned at a tantamount consideration of organisational bodies
where unity is referred to be a foremost dimension of an effective team (Chiaburu and
et.al., 2011). In context to which, the managerial parties of GSK should form efficacious
teams in which, every individuals respect each other and work with a combined sense of
attainment.
 Communication- It is with reference to define the interaction level of the group mates
where all individuals can freely interact with one another, irrespective of their job profile.
As a result to which, both superiors and subordinates can hereby refer to an open format
of communication to directly clarify any of their work related concerns and doubts, etc.
4.3
The recent era is full of technical progressions that is constantly rendering ample amount
of opportunities to the organisations. In relation to which, GSK with an equivalent consideration
of it, should hereby refer to make technological advancement at their workplace with some
modernised means of operation. This will however make a balanced impact upon the active
functioning of its team with some paramount measures for rigorous technical changes. However,
technology is nowadays seen as a vital mean for earning incomes with another liable source of
attaining competitive advantage in the market. With an analogous reference to it, GSK is already
operating with around 13, 000 employees who are specially deputed in their R&D section. It is
basically with a significant consideration of GSK where they are continually referring to develop
newer things in order to amend the medicinal treatments to cure varied health related traumas. In
context to which, they are also operating in an open innovation programme with distinct set of
personnel's to supervise the handling of their varied departments (Naranjo-Valencia, Jiménez-
Jiménez and Sanz-Valle, 2011). With reference to which, GSK should hereby apportion
groupware equipments to all team members in order to make effective communication with one