This project analyzes organisational behaviour within British Gas, focusing on effective and ineffective teams, and explores relevant team development theories. It examines the application of organisational behaviour concepts and philosophies, such as individual differences, motivation, and ethics, and discusses the impact of these elements on work culture. The project also delves into team development stages according to Tuckman's model, including forming, storming, norming, performing, and adjourning, highlighting the roles of leadership and team members at each stage. Furthermore, the project evaluates the relevance of team development theories, organisational behaviour concepts, and philosophies in influencing work culture, emphasizing the importance of problem-solving teams, quality teams, and virtual teams within the context of British Gas. The conclusion emphasizes the significance of organisational behaviour in establishing an effective work culture and achieving organisational objectives.