Organizational Behavior Report: British Gas and EDF Analysis

This report provides an in-depth analysis of organizational behavior, focusing on leadership styles, motivational theories, and team dynamics within British Gas and EDF. It explores various leadership approaches, including opportunist, diplomat, technician, achiever, strategist, and transformational styles, and assesses their effectiveness. The report examines how organizational theory, specifically contingency theory, underpins management practices in British Gas. It also delves into different management approaches like systems and human relations approaches, as well as the scientific management approach adopted by EDF. Furthermore, the report investigates the impact of leadership styles on organizational motivation, highlighting the application of humanistic and incentive theories. It concludes by discussing the nature of groups and group behavior within both companies and the factors promoting effective teamwork. The report emphasizes the importance of aligning leadership styles and motivational strategies to enhance employee satisfaction, productivity, and overall organizational performance. The report also explores the significance of technology on team functioning in British Gas.

ORGANIZATIONAL
BEHAVIOUR

TABLE OF CONTENTS
TASK 1............................................................................................................................................1
TASK 2............................................................................................................................................1
INTRODUCTION...........................................................................................................................1
2.1 Effectiveness of different leadership styles in British Gas and edf.......................................1
2.2 Way in which organizational theory underpins the practice of management in British Gas.2
2.3 Different approaches to management used by British Gas and edf.......................................3
CONCLUSION................................................................................................................................3
TASK 3............................................................................................................................................4
INTRODUCTION...........................................................................................................................4
3.1 Impact of different leadership styles on organizational motivation in the periods of change
in British Gas...............................................................................................................................4
3.2 Application of different motivational theories within British Gas and edf...........................4
3.3 Usefulness of a motivational theory for managers in British Gas and edf............................5
4.1 Nature of groups and group behavior in British Gas and edf................................................6
4.2 Factors that may promote the development of an effective team that work within British
Gas and edf..................................................................................................................................6
4.3 Impact of technology on team functioning in British Gas.....................................................7
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

TASK 1
Covered in ppt (PowerPoint Presentation)
TASK 2
INTRODUCTION
Organizational behavior is the field of study which understands the way in which firm
gets affected with different behavior of individuals and the groups that are working there. This
study helps in improving the overall effectiveness and efficiency of work of employees as
through this study, management make efforts in order to fulfill the expectations of working
people of the firm (Aquinas, 2006). As per the given case, different leadership styles and
management approaches being followed by British Gas and edf will be explained. Both the firms
are UK based and giving due consideration to the study of organizational behavior.
2.1 Effectiveness of different leadership styles in British Gas and edf
In order to have smooth functioning in the organization, there are many leadership styles
that firms can follow and can have effective management. British Gas and edf follows different
leadership styles in the firm and gain various benefits through that (Sharma, 2013). These styles
are like opportunist, diplomat, technician, achiever, strategist, magician, pluralistic,
transformational, etc.
Opportunist – Under this style, leader is self oriented, has the ability to win by anyway
and he is generally manipulative in nature. This style is similar as that of democratic leadership
style in which a leader provides lots of opportunities to the employees to participate in decision
making and in other activities (Judge and et.al., 2002).
Diplomat – In this style, leader used to avoid conflicts and wants employees to obey the
group norms.
Technician – An expert leader is the one who rules by logic and expertise and mainly
search for the improvement and rational efficiency in his employees.
Achiever – In this kind of leadership style, leader meets the strategic goals and delivers
the results in the most effective manner. He is mainly success oriented (Chou and Pearson,
2012).
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Strategist – This kind of leader creates personal and organizational transformations with
creating the links between principles, contracts, theories and judgment (Blomme and Lintelo,
2012).
Transformational – It is one of the most effective leadership styles which are used in
different situations. In this, leaders motivate people with a shared vision of future and also, they
communicate in a positive and healthy manner.
In British Gas, the leadership style which is being followed is democratic, that is,
opportunist style. In this, leader provides equal opportunities to all employees and workers of the
firm to share their views, thoughts and opinions (Aquinas, 2006). With the help of this leadership
style, British Gas is gaining the advantage of highly motivated working people which is helping
it to gain higher productivity and profits in the firm.
On the other hand, in edf, transformational leadership style is being followed. With the
help of this leadership style, company is enjoying the benefit of dealing with any kind of
uncertain situation (Ferguson and Reio, 2010). As this style is applicable in every situation, firm
is easily adopting the changes and making its employees comfortable with that as well.
2.2 Way in which organizational theory underpins the practice of management in British Gas
British Gas is following that organizational theory through which it is gaining the help in
making decisions that are favorable for employees. It is contingency theory which firm is
executing which is helping the management to have a healthy working culture in enterprise
(Griffin and Moorhead, 2009). This theory takes both, internal as well as external environment of
the firm into consideration. Contingency theory is one which can be applied in any kind of
situation, thus, British Gas face no issue while implementing the changes in the firm (Buchanan
and Huczynski, 2010). Through this organizational theory, management easily makes the
employees ready to accept changes in the working culture. Generally, to adopt any kind of
changes in the work pattern creates anxiety among employees. But, contingency theory proves to
be the best for creating a positive culture in the firm which makes the employees interested in
learning new things to work with enhanced skills and knowledge (Nenaber, 2010).
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2.3 Different approaches to management used by British Gas and edf
There are different approaches to management which are being used by British Gas and
edf in order to run business at a fast pace with smooth functioning. Some of the management
approaches are like:
Systems approach – This approach puts the major emphasis on cultural system within
which operations of the organization takes place. This theory says that to have
coordination among the efforts of employees and making them co-operate each other is
the main thing which is necessary to run a business. It refers to internal and external
environment of the firm by which a social system is created and relationship among
people becomes strong.
Human relations approach – This management approach completely focuses on keeping
the human relations strong in the organization as they are the base of business and if their
relationship with each other would not be strong, it may lead to create huge loss to the
business (Jung and Hong, 2008). British Gas is following this management approach by
which there is a healthy working environment in the firm and people are putting their
highest level of potential to attain the set targets of organization in the most effective and
efficient manner. Under this approach, major focus in given on team working.
Scientific management approach – edf follows this management approach in the
organization in which emphasis is given on higher productivity and efficiency in the
operations of firm. Under this approach, decisions are taken with regard to enhance the
level of production with minimum cost and efforts. In scientific management approach,
technology plays a significant role in minimizing the work of employees (Sevi, 2010).
CONCLUSION
It can be articulated from the above task that with having appropriate selection of
leadership style and management approach, company can make its employees happy and
satisfied which will ultimately result into higher productivity. Proper use of organizational theory
will help the management of British Gas and edf to provide healthy working environment to
employees which will prove to be very helpful in making them able to perform with their highest
level of potential.
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TASK 3
INTRODUCTION
Leadership and motivation, both the concepts play a significant role in the organization.
With having effective leadership and motivated employees, productivity and efficiency of the
organization increases (Sharma, 2013). In this task, there will be focus on the impact of different
leadership styles on organizational motivation in the periods of change in British Gas along with
the application of different motivational theories and their usefulness within British Gas and edf.
Apart from that, nature of groups and group behavior in both the firms will also be explained.
3.1 Impact of different leadership styles on organizational motivation in the periods of change in
British Gas
At the time when British Gas will plan to have some changes in the working culture of
organization, there are many leadership styles which will influence it in a way that it can
implement the changes effectually and employees would be able to accept the alteration in their
working pattern without having any issue. In case of British Gas, transactional theory of
leadership can prove to be the best as according to this, rewards are provided to people in order
to make them motivated which ultimately increase their potential to perform the tasks effectually
(Sharma, 2011). However, where some employees get rewards for their high performance, some
may get negative rewards like punishment as well for not performing as per the management’s
set standards. Through this leadership style, company can enhance the productivity by satisfying
the needs of employees through way of providing rewards and benefits.
3.2 Application of different motivational theories within British Gas and edf
Many theories are there that can be applied by British Gas and edf in order to motivate
the employees. Among many motivational theories, there are two among them which these firms
can apply. These are explained as below:
Humanistic theory – This theory states about the needs of employees which a firm should
assess and realize in order to fulfill them so that employees would get satisfied and can
work with efficiency. British Gas has implemented this theory in the firm which says that
every individual is having a particular set of wants which firm should analyze and fulfill
so as to make them feel recognized. British Gas fulfills all needs of its employees by
which as per the hierarchy of their requirements, that is, step by step, as per the level of
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their needs, firm satisfies them. Thus, through executing this theory, company is retaining
its workforce for longer duration and gaining the benefits from their skills and
knowledge.
Incentive theory – On the other hand, edf follows incentive theory of motivation in the
organization. According to this theory, employees get encouraged by having rewards for
the work performed by them. It makes them feel that their work is recognized in the
organization and they are being valued. This motivational theory is applied by edf in its
firm according to which it pays an extra pay to the employees who perform more than the
expected from them. People who submit their work at the predetermined time in a way
which was desired also get an extra pay for that as an incentive. Under this theory, factors
like reinforcement which edf provides prove to be highly successful in motivating the
employees.
3.3 Usefulness of a motivational theory for managers in British Gas and edf
The motivational theories which British Gas and edf are using are having a great use in
the organization and thus, firms are enjoying the benefits through applying these theories. As
British Gas is using the humanistic theory of motivation, it is fulfilling the needs of employees
like in Maslow’s Need Hierarchy Theory. It is because; in this theory, company first analyzes the
level of need of employee and then fulfills it accordingly. It is important to assess the level of
need first as if the given reward would not be as per the requirement of individual, it may go
waste as well as motivation will also be not increased. For example, managers in British Gas are
performing with higher efficiency as their needs are being fulfilled on time and thus, they are
making the employees work with high motivation. It has increased the productivity of
organization to a high extent.
On the contrary, in edf, managers are performing their duties and responsibilities in a
well manner because at every achievement of the goal, no matter whether it is a big or a small
objective, they get reward for that. It makes them feel valued and thus, they take initiatives to
perform well. It is ultimately helping edf to gain high productivity and profits for the
organization. For example, edf is having smooth functioning in operations with reduction in its
turnover ratio of employees after applying this motivational theory in the firm.
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4.1 Nature of groups and group behavior in British Gas and edf
A group is a set of two or more than two people who communicate with each other
because of similar thoughts and mutual understanding. There are mainly two kinds of groups,
that is, formal and informal. In formal groups, people are together as they are assigned with a
task to perform with each other to achieve certain goal. In these groups, it is the duty of group to
work in a team. On the other hand, in informal groups, people interact and work with each other
because of their personal choice and their thoughts, ideas and interests match with each other.
Behavior of these groups impacts the operations of British Gas and edf to a high extent like any
organization.
In British Gas, employees usually work in formal groups which are made by the
management in order to accomplish the set goals that have to be achieved within stipulated time
period. In this, people gain the advantage of learning new skills by working in a team of experts
and specialized personnel but are not that happy and satisfied. However, in edf, employees work
in informal groups where they are more satisfied and willing to perform their tasks but these
groups may sometimes prove to be a risk for the firm as through this group, confidential
information of organization may be disclosed to the external person who is also a member of this
group.
4.2 Factors that may promote the development of an effective team that work within British Gas
and edf
Many factors are there that promote the development of an effective team that work
within British Gas and edf. Some of them are like:
Coordination: Teams that work in British Gas and edf get developed through the factor of
coordination as in both the firms, while performing in a team; people learn the way of
coordinating efforts with each other which enhances the effectiveness of work along with
increasing the quality of output.
Trust: By working in a team, both the firms get an advantage that employees start having
faith of each other by which a healthy working environment is created. It ultimately helps
the firms with satisfied and happy employees that would increase the brand image of
organizations as well in the eyes of outsiders.
Skills: Teams should be developed in British Gas and edf because of the factor that skills,
expertise, knowledge and abilities of employees increase by working with the people of
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different fields. The experience and proficiencies of one person can be learnt by another
through working in teams. Thus, teams should be developed in the organizations.
4.3 Impact of technology on team functioning in British Gas
In British Gas, as per the globalized scenario of today, technology plays a crucial role in
impacting the functioning of a team. As maximum functions of British Gas demand advanced
technologies so that cost and efforts can be minimized and output can be increased, thus, it can
be said that in this organization, techniques prove to be very helpful in supporting the employees
to perform at a fast pace without making any wastage of resources (Impact of technology on team
functioning, 2013). Thus, for this purpose, British Gas is providing the workforce of company
with latest techniques like E-learning as through this tool, teams can learn in an effectual manner
in a very short period of time. Through this way, bringing innovation in products and services
has become easy for British Gas as well as teams are working in more efficient manner.
CONCLUSION
It can be concluded from the above task that with having effectual leadership and
motivated employees, British Gas and edf can gain a lot of advantages like higher productivity
and profits. Along with that, at the time of change in the organization, British Gas can effectively
deal and can make its employees comfortable with adopting changes in the firm. Last but not the
least, it can be inferred from the report that group behavior and team working create a healthy
working environment in the firm with the help of which efficiency of their work increase. Impact
of technology on firm to beat the competition and to sustain the business in long run can also be
understood from the report.
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REFERENCES
Books and Journals
Aquinas, G. P., 2006. Organisation Behaviour. Excel Books India.
Blomme, J. R. and Lintelo, B. K., 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.
Buchanan, D. and Huczynski, A., 2010. Organizational Behavior and Companion Website
Access. Financial Times/Prentice Hall.
Buchbinder, S. and Shanks, N., 2011. Introduction to Health Care Management. 2nd ed. Jones &
Bartlett Publishers.
Chou, Y. S. and Pearson, M. J., 2012. Organizational citizenship behaviour in IT professionals:
an expectancy theory approach. Management Research Review. 35(12). pp. 1170–1186.
Ferguson, K. L. and Reio, J. T., 2010. Human resource management systems and firm
performance. Journal of management development. 29(5). pp.471-494.
Griffin, R. and Moorhead, G., 2009. Organizational Behavior: Managing People and
Organizations. Cengage Learning.
Judge and et.al., 2002. Five-Factor model of personality and job satisfaction: A meta-analysis.
Journal of Applied Psychology. 87. pp. 530-541.
Jung, Y. J. and Hong, S., 2008. Effects of organizational citizenship behaviour on group
performance: Results from an agent-based simulation model. Journal of Modelling in
Management. 5(1). pp. 25–37.
Nenaber, H., 2010. Conceptualisation of management and leadership. Management Decision.
48(5). pp.661-675.
Sevi, E., 2010. Effects of organizational citizenship behaviour on group performance: Results
from an agent-based simulation model. Journal of Modelling in Management. 5(1). pp.
25–37.
Sharma, S., 2013. Organizational Behaviour. Tata McGraw-Hill Education.
Online
Impact of technology on team functioning. 2013. [Online]. Available through: <http://www.hnc-
business.co.uk/unit03_4_01.html>. [Accessed on 12th December 2015].
Sharma, R., 2011. Organizational Theories. [Online]. Available through:
<http://www.slideshare.net/rajat_tota/organisation-theories>. [Accessed on 12th
December 2015].
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