Impact of Culture and Structure: British Gas and EDF Analysis

This presentation provides a comprehensive analysis of the organizational behavior within British Gas and EDF, two major players in the UK energy industry. It begins with an introduction to organizational behavior and its significance, followed by a comparison and contrast of the organizational structures and cultures of British Gas and EDF. The presentation delves into the relationship between organizational structure and culture and their impact on company performance, highlighting both positive and negative aspects. Furthermore, it explores factors influencing individual behavior at the workplace, including leadership styles and demographic considerations. The conclusion emphasizes the importance of understanding the interplay of these factors for organizational success, recommending that both companies adopt flexible structures and cultures aligned with situational demands, and consider sustainable development practices. References to academic research and company websites support the analysis.

Introduction
 In modern era understanding organization behaviour is one of the
most crucial aspect of any business. Further It can be defined as the
study of various activities and operations of an organization.
 It includes the evaluation of group and individual's performance in
order to determine their overall effectiveness. Along with this with the
help of such kind of study, a manager can take corrective steps which
can results in increasing the overall productivity of business.
 This presentation is based on British Gas and EDF which are the major
players in energy industry of UK. In addition to this, the presentation
includes a comparison and contrast of culture of both the
organizations along with the relationship between organization culture
and structure.
 It also highlights some of the major factors which influence individual
behaviour at workplace.

1.1 Compare and contrast different
organisational structures and
culture.Organization British Gas EDF
Structure Line organization structure Divisional organization
structure
Culture Power culture Role culture

1.2 Explain how the relationship
between an organization’s structure and
culture can impact on the performance
of the business. The organization structure and culture share direct relation between
them and have great impact on the performance of companies
 It has been witnessed that the both affects an organization in
negative as well as in positive ways.
 In negative aspects it can be stated that if the culture and structure is
not suitable then it lower down the morale of employees and forces
them to quite their job.
 Organizations with well defined structure and culture are able to
achieve their goals and objectives in a very easy manner. Further the
rate of employee turnover is also very low

1.3 Discuss the factors which
influence individual behaviour at
work. Leadership style
 Demographic factor
 Communication

Cont..
 Leadership style

Cont..
 Demographic

Cont..
 Communication

Conclusion and Recommendation
 Conclusion
From the above report it can be concluded that British Gas and EDF is
required to understand the impact of various factors on performance
of organization. Further both the companies have adopted suitable
structure and culture. It can be concluded that there is a dependent
relationship between the both and one needs to clearly understand
their significance in organization.

Cont..
 Recommendation
It is recommended to both the companies that rather than following a
strict culture and a rigid structure they should implement culture and
structures based on situations. In addition to this, it is also suggested
to the British Gas and EDF that now they should start looking after
some practise of sustainable development. This will help the
organizations to grow and expand their operations in long run.

References
 Bakker, A. B., and Schaufeli, W. B., 2008. Positive organizational behavior:
Engaged employees in flourishing organizations. Journal of Organizational
Behavior, 29(2), pp 147-154.
 Olson, E. M., Slater, S. F., and Hult, G. T. M., 2005. The performance implications
of fit among business strategy, marketing organization structure, and strategic
behavior. Journal of marketing, 69(3), pp 49-65.
 Xenikou, A., and Simosi, M., 2006. Organizational culture and transformational
leadership as predictors of business unit performance. Journal of Managerial
Psychology, 21(6), pp 566-579.
 Adler, N. J., and Gundersen, A., 2007. International dimensions of organizational
behavior. Cengage Learning.
 Somech, A., 2006. The effects of leadership style and team process on
performance and innovation in functionally heterogeneous teams. Journal of
management, 32(1), pp 132-157.
 EDF. 2015. [Online]. Available through: <http://www.edfenergy.com/>.
[Accessed on 20th October 2015]
 British Gas. 2015. [Online]. Available through: <http://www.britishgas.co.uk/>.
[Accessed on 20th October 2015]