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ORGANIZATIONAL BEHAVIOR

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TABLE OF CONTENTSINTRODUCTION..........................................................................................................................1TASK 1...........................................................................................................................................1TASK 2...........................................................................................................................................1

2.1.........................................................................................................................................12.2.........................................................................................................................................22.3.........................................................................................................................................2

TASK 3...........................................................................................................................................33.1.........................................................................................................................................33.2.........................................................................................................................................43.3.........................................................................................................................................4

TASK 4...........................................................................................................................................54.1.........................................................................................................................................54.2.........................................................................................................................................54.3.........................................................................................................................................6

CONCLUSION.............................................................................................................................. 7REFERENCES...............................................................................................................................8




INTRODUCTIONOrganizational behaviour is a study which provides information about

the type of behaviour of employees while working in organizational setting.With an aim to carry out the given report, British Gas and edf, two famousenergy firms of UK are selected.

TASK 1Covered in PPT

TASK 22.1

Effectiveness of the different leadership style is compared whichBritish Gas and edf can use while managing their employees. Opportunistsare the individuals who work for the sake of their own benefit (Opportunist,2015). These people will not give any importance to the needs and demandsof other individuals. However, transformational is other type of leadershipstyle which considers the demands of workers and it also involves them inthe decision making process of firm. In addition to this, achievers are theleaders who provide immense support to employees and give themguidance in the circumstances when they face difficulty. In addition to this,strategists are the type of leaders which always encourage new andinnovative ideas which are being given by its followers. This type of leaderdo not hesitate in taking risk. However, diplomat leader is just opposite tothe strategist leader. This leader always tries for avoiding the risk which isbeing occurred within the organization (Žydžiūnaitė and Lepaitė, 2011).Overall, it can be said that by adopting any of the given leadership style,




British Gas and edf can carry out its organizational activitoes in an effectivemanner.

2.2Organizational theory helps in underpinning the practice of

management in British Gas. For example, with the help of five differentmanagement functions, the whole work of cited firm can be organized in asystematic way. These functions involve planning, organizing, staffing,directing and controlling etc (Eid and et.al., 2012). In the similar way, withthe help of different managerial roles, work from the employees can becarried out by cited firm manager smoothly. For instance, with the help ofinformational role, all the essential information about the enterprise can bedistributed to the respective employees. Thus, through this way, goals andobjectives of corporation can be met.

2.3British Gas uses human relation approach in which it gives importance

to the needs and demands of the worker. Furthermore, with an aim to

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manage employees firm makes all measures with regard to enhance as wellas maintain the satisfaction level of its employees.

However, edf uses contingency approach to management. Here,manager changes its management style as per the situation (Bratton andet.al., 2010). For example, in the circumstance where manager has to makethe quick decision, at that time they use autocratic leadership approach.Likewise, manager uses democratic style of managing people when he or sherequires to take suggestion from the workers.

TASK 3

3.1Management of the organization can adopt different leadership styles

to increase the efficiency of its workforce and remove the barriers atworkplace.

In the regular time, management uses transactional leadership style inwhich British Gas focuses on the group performance and the effectivesupervision to drive results.Transformational and participative leadership style are used by British

Gas in which management seeks employee's opinion to bring changesin business operations and consolidate more customers by givingbetter services.British gas uses lassez fairre leadership style when management isrequired to make decisions without any consultation with theemployees and employees don't need the supervision of seniormanagement due to this employees feel demotivated at this durationof time.(Spencer, 2009).




3.2Both the organization use different theories to motivate their

employees.British Gas uses herzberg's two factor theory which states that organizationcan provide satisfaction to the employees by fulfilling their needs throughusing two types of factors that are the motivators and hygiene factors.

With the similar motive, Edf uses maslow's theory of hierarchy needs inwhich there are five needs mentioned such as psychological, safety, social,esteem and self actualisation, In this employer's needs are satiated indifferent stagesby the facilities provided by the organisation.. Then as thelevel increases the employees get motivated and remain dedicated to workin the organization (Moorehead and Griffin, 2011).

3.3Application of the motivational theories in both the organizations is

related to lead the enhancement of work efficiency and productivity.It encourages employees to work with new methods and techniques.With the more dedication and interest, employees work moreefficiently that it leads to enhance the effectiveness of methods

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adopted to resolve issues in the British Gas (Analoui, Doloriert andSambrook, 2013).By using maslow's hierarchy of needs theory, job satisfaction of theemployees can be increased and employees are motivated to staylonger in the organization.

TASK 4

4.1Both the organizations provide the gas and electricity in the homes

and to the businesses. Working in the similar industry has made somesimilarities in the organizational structure with slight differences.Formalgroups in both the organizations are same such as finance, marketing andoperational department (Hiriyappa, 2009).British Gas has research anddevelopment department which focuses to find out the ways through whichservices and products can be provided in a better way at low prices.

Edf has the formal group which functions to drive ways to increase theefficiency of fuel and lowering down the environmental damages.

4.2Following are the factors that promote the effective team workEffective

leadership in the organizations such as British Gas and Edf which leads to theencouragement of team work among the employees.

Motivation: Different motivation theories adopted by the managementleads to the effective team work.To encourage better coordination, management intends to provide thehealthy environment and culture through addressing employee’sissues and resolving disputes (Greenberg, 2003).Management of both




the organizations adopt the methods such as performance paymentincentives, effective wages and rewards to motivate.

4.3The advancement in technology brings the significant changes in

increasing the effectiveness of team work in case of British Gas. Thesechanges are mentioned below as:

Networking and connectivity: advancement in technology leads to thebetter connectivity and networking among the employees at differentstations.Management can hold meeting on the virtual platform with thesuppliers and other shareholders.By conducting meetings on the online platforms, strategies andpolicies are discussed with the inculcation of the ideas and views fromthe different shareholders.Improvement in the technology leads to theuse of better methods and techniques to process the operations(Bienstock and et. al., 2007).Further, improved technology also leads to the better communicationand effective resolution of the issues and problems.




CONCLUSIONIt can be concluded that by using different motivation theories,

information regarding the specific ways can be gathered by manager whichcan be used to raise the motivation level of employees. Furthermore, byadopting a suitable leadership style, strategic objectives of firm can be met.

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REFERENCESBooks, journal and onlineAnaloui, B. D., Doloriert, C. H., Sambrook, S., 2013. Leadership and

knowledge management in UK ICT organisations. Journal ofManagement Development. 32(1). pp.4 – 17.

Bienstock, C. C., and et. al., 2007. Organizational citizenship behavior andservice quality. Journal of Service Marketing, 17(4).

Bratton, J. and et.al., 2010. Work and Organizational Behaviour 2nd Edition:Understanding the Workplace. Palgrave Macmillan.

Greenberg, J., 2003. Organizational Behavior: The State of the Science. 2nd

ed. Routledge.

Hiriyappa, B., 2009. Organizational Behavior. New Age International.

Moorehead, G. and Griffin, W. R., 2011. Organizational Behavior: ManagingPeople and Organizations. 10th ed. Cengage Learning.

Opportunist. 2015. [Online]. Available through:<http://dictionary.reference.com/browse/opportunism>. [Accessed on22nd December 2015].

Spencer, S., 2009. Opportunity, Conflict and Change. John Wiley & Sons.

Žydžiūnaitė, V. and Lepaitė, D., 2011. Aspects of social processes within abusiness organization for a positive development of organizationalbehaviour.


free sample on organizational behaviour

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