Its about the organizational business practices.

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A critical understanding and evaluating key factors which
influences the behavior of individuals, teams and
organizations as a whole
Unit 12 – Organizational Behavior
Student name:
Student ID:

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Table of Contents
Introduction .................................................................................................................. 3
British American Tobacco: ........................................................................................... 3
Task One ..................................................................................................................... 4
How the culture, politics and power of an organization can influence individual and
team behavior and performance............................................................................... 4
Critical analyses of how the culture, politics and power of an organization can
influence individual and team behavior and performance......................................... 8
How content and process theories of motivation and motivational techniques enable
effective achievement of goals in an organizational context. .................................... 9
Critically evaluating how effective application of behavioral motivational theories,
concepts and models might be used to influence the behavior of others................ 15
Task 2 ........................................................................................................................ 15
Understanding of what makes an effective team as opposed to an ineffective team
................................................................................................................................ 15
Analyzing relevant team and group development theories to support the
development of dynamic co-operation:................................................................... 19
Concepts and philosophies of OB within an organization ....................................... 21
Evaluating how concepts and philosophies of OB inform and influences behavior: 23
Conclusions and recommendations........................................................................... 24
References:................................................................................................................ 25

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Introduction
Organizational behavior is the systematic study of human behavior within the
organization, how they behave as an individual and how they behave or interact within a
team. Through this study, an organization can understand the effectiveness or
performance, commitment level and communication level of an employee in terms of job
structure, job location, job environment, leadership etc. At the same time organization
can assess what motivates an employee to perform the job or what doesn’t, and thus
the organization can arrange a motivational program for each employee through
training, rewards, and incentives. Organization also determines whether an employee is
capable of handling responsibility so that delegation of power can be given. Lastly, the
organization can assess the working environment or organization culture like whether
there is a friendly atmosphere between employees and authority and between
employees and outcomes of organizational politics (McShane and Glinow, 2017). So,
the organizational behavior helps authorities get a bird eye view of the whole
organization as human resources are the mainstream of the company’s existence. As
an advisory consultant of Human Resource Management, I would like to choose “British
American Tobacco” which is one of the leading multinational companies of the UK. This
paper will explain about the organizational culture and motivation that have an effect on
organizational behavior and performance of BAT (British American Tobacco) in terms of
power, politics and motivational theories (Osland, Devine and Turner, 2015).
British American Tobacco:
British American Tobacco is one of the ranked multinational companies of the UK and
the world largest manufacturers and sellers of cigarettes, tobacco and other nicotine
products. This company was established in 1902 and is operating its business in many
parts of the world. It believes that contingent strategy formulation and talented human
resources are the reasons of its success throughout the world. Its priority is to build a
better tomorrow for all the stockholders that are associated with their business. The
company ensures that the operations and all the people are managed as responsibly as
possible from the sourcing of raw materials to final consumers (Hughes, Fagerstrom,
Rodu, Rose and Shiffman, 2019).
.

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Task One
How the culture, politics and power of an organization can influence
individual and team behavior and performance
Organization Culture: Organization culture can be defined as the beliefs, assumptions
and the way of interacting inside the organization and outside the organization,
languages, norms, systems, structure, mission, vision, policies and values that have
been cherished for a long time throughout the organization from top to bottom.
Organization culture guides an employee to understand his or her work and how he or
she will interact or behave as an individual and within a team (Shaari, 2019).
Organization culture on individual and team behavior and performance:
Organization culture plays as a role model for each employee of the organization. An
employee is hired on the basis of organization culture. For an example, if the culture of
an organization is to hire only graduate or fresh candidates from Business Education
Background, then graduates other than business background will not be able to apply
for that particular company. At the same time, a fresh graduate student will apply for
that company when he or she is well-informed about the practice of organization that is
healthy enough to continue with the job. Thus, in talent attraction, organization culture
plays an important role (Roberts, Williams, Schwind, Sutyak, McDowell, Griffen, Wall,
Sanfey, Chestnut, Meier and Wohltmann, 2014).
.
An employee expects proper guidelines of company structure to which he or she will
report and who will work as a subordinate. Without proper organizational structure,
employees get confused, which is called “Organization Muddle”. As a result,
performance of an employee becomes poor, and the organization loses potential talent
and consumes financial and non-financial losses.
The feature of good organization culture is setting “Key Performance Indicator or
KPI” after employee recruitment. The Key Performance Indicator is used by an
organization to evaluate employee performance (Osland, Devine and Turner, 2015). If
an employee can achieve all the KPI, organization rewards the employee by “best
performer of the week or month or year”, financial or non-financial incentives and
promotions. This inspires an employee to improve his or her skill, enables his or her

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analytical and creativity thinking. At the same time, healthy competitions between
employees become intense and thus productivity of an organization increases.
A healthy organization culture will promote employee recognition or appreciation in
terms of both financial and non-financial reward for his or her outstanding contribution
towards the organization. When an employee sees that his or her contribution is
recognized, he or she is more likely to be committed and loyal to that organization. This
recognition also inspires other employees to contribute more (Idowu, 2017).
.
A strong organization culture promotes collaborative or team effort where each and
everyone supports each other from top to bottom to achieve the organization's goal. The
top authority guides an employee as a leader, not as a boss. The top authority listens to
employee problems while doing the job and takes suggestions in sorting problems that
promote “Employee Empowerment”. This culture inspires employees to share
knowledge throughout the organization, which is called Knowledge Sharing
Organization. Synergy of organization increases as organization can feel that collective
effort is greater than that of individual effort (Madsen, 2017).
A healthy culture promotes employees to improve their skills by taking different training
as needed. This makes the employee updated with the changing business environment.
One of the factors of positive organization culture is “Flexibility of working” that
includes flexible working hours and flexible working days. This ensures work-life
balance of an employee.
Nowadays, business is operating in a changing environment where the demands of
customers are continuously changing (Amarantou, Kazakopoulou, Chatzoudes and
Chatzoglou, 2018). But it is not easy to change the culture. Resistance from the
employees is the major concern. Employees resist changes out of uncertainty,
insecurity of losing their jobs and fear of failure to adapt new things. There are
commonly three strategies that are used to implement the changes in an organization.
These are –

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Figure: 1 (Amarantou, Kazakopoulou, Chatzoudes and Chatzoglou, 2018).
A force change strategy: In this strategy, top management gives orders and enforces
orders. But the outcome is not up to the mark as employees perform the order out of
fear.
Educative change strategy: Through this strategy, top management informs or
convinces employees why changes are needed for the organization and what are the
advantages and disadvantages of current and potential strategy. The major loopholes of
this strategy are that it is slow and difficult.
A rational or self-interest change strategy: This strategy is regarded as the most
effective strategy because top management tries to convince employees about the new
strategy through making them understand the benefit it will bring for them. Employees
can relate their interest through this strategy (McShane and Glinow, 2017). Thus, they
agree to adopt new changes. Here, employee commitment is high. So, organization
should take this strategy to implement the changes.
The culture of an organization determines the level of commitment an employee has
towards the organization. Positive working culture inspires an employee to be loyal and
to be a brand to promote goodwill inside and outside the organization (Buchanan and
Badham, 2020).
.
A force change
strategy
The educative
change strategy
A rational or self-
interest change
strategy

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Organization politics and its influence on individual and team behavior and
performance
Organization politics is an informal way to exercise personal power and personal control
over the organizational activities. Moreover, self-interest of employees or management
overshadows the organizational interest. Organization politics can be aroused out of
personal enmity with other employees or with the top management in order to tarnish
the image of targeted people in the organization. Organization politics lead into grouping
within a team or workplace to cause harm to others. Moreover, employee backbites
about other to top-management to become good in the eye of the organization
(Buchanan and Badham, 2020).
In this way, an employee gains unethical power over others. As a result, it spoils the
relationship between employees and authorities.
The presence of organization politics is harmful for the individual as well as for the
whole organization. It influences an individual to run after illegal power and encourages
running after short-cut success by means of unethical behavior. Organization politics
encourage an employee to pay less attention to work than more on gossips, rumors,
criticizing, and back-biting of co-workers. Thus, the productivity and creative thinking
power of that person decreases that ultimately harms him or her in the long run.
Moreover, the presence of organization politics creates a rift within a team by the
creation of a grouping. So the team synergy decreases instead of increasing (Idowu,
2017).
It promotes unethical behavior inside the organization. Informational transparency
cannot be achieved as information can be manipulated out of personal reason. It
influences an individual to adopt jealousy that he or she cannot tolerate someone’s
success. Employee morale decreases. Organization politics demotivates employees
when they see that non-performing employees are getting recognition and promotion.
Perception, attitudes and commitment towards the work become negative. As a result,
culture of organization becomes negative, which turns into lower productivity and
wastage of resources (Shaari, 2019) .
Influence of Organization’s Power: Organizational power can be defined as the
ability of the organization to regulate the organizational rules, policies, structures and
resources for the development of organization. It’s also called a legitimate power. It
gives legal power to top management to give direction sub-ordinate to fulfill the task and
also make them accountable to the owner of the organization for their authority and
responsibility. The presence of organization power influences the behavior of an

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individual. It prevents employee from organization politics and ensures employee
concentrate on his or her task (Buchanan and Badham, 2020).
.
Organization’s power makes employees accountable for their job. If an employee
breaks rules and harms anyone, a manager by means of power can give rewards. A
manager has the power to give a positive reward for the outstanding contribution.
Through the power, a manager can encourage or motivate an employee to perform the
task at the right time in the right manner. As a result, creativity skills, performance and
productivity of an employee improve. So, it creates a positive environment for the
employees to work (Osemeke and Adegboyega, 2017) .
Critical analyses of how the culture, politics and power of an
organization can influence individual and team behavior and
performance
Organization Culture: So, the culture of an organization should be employee friendly
where employee can make decision, can give feedback, can get the access of self-
development, and get recognition or appreciation for contribution, presence of
collaboration between employees and top-management, presence of employee well-
being and presence of healthy relationship with other employees and with teams. As a
result, employees feel that they are part of the organization. When an employee can
feel their presence in the organization and within the team, he or she is likely to be more
encouraged to be committed throughout his or her job life cycle (Shaari, 2019).This
results into higher individual performance and team performance. At the same time,
productivity of an organization increases while maintaining lower cost and lower
wastage of resources. Organization can satisfactorily meet the demands of customers,
and thus organization can survive in this tough business competition
British American Tobacco has always been passionate about keeping organization
culture friendly to support the employees. Because it believes that it is an employee
who delivers their strategy (Hinojosa, Gardner, Walker, Cogliser and Gullifor, 2017).
BAT focuses on driving employee for high performance, creating next leadership to lead
the organization, giving priority and respect to diverse people to bring innovation,

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engaging employees on decision making to make them empowered and rewarded for
their contribution. This organization culture has made strong goodwill for BAT
throughout the world and thus could attract and retain the world’s talented people.
Organization Politics: Organization politics hinders the output level of an organization.
It creates a negative impact on individual performance and collective performance. It
spoils the working environment and employees find it difficult to work. British American
Tobacco has a long reputation for its outstanding working environment worldwide
(Paais, 2018).
It discourages employee politics within an organization and separates professional life
from the personal life. As a result, attitudes of employees are more professional.
Organization Power: An organization uses power to influence, control and direct the
employees to perform the task to reach the goal of the organization. The top
management exercises different types of powers according to the situation. The power
of management can get the work done within a specific time (Buchanan and Badham,
2020). If an employee performs outstanding work, gets appreciation or rewards from the
top management. On the other hand, if an employee cannot fulfill the task or breach the
employment contract, top management out of power can give punishment. But before
exercising power on employees, top management should take a bird's-eye view of the
whole scenario so that it doesn’t go wrong. And, top management should also be
accountable to the owner of the organization, so that undue power is not exercised over
others.
How content and process theories of motivation and motivational
techniques enable effective achievement of goals in an organizational
context.
Motivation theory refers to the understanding of what drives an individual to work and
what doesn’t. Many philosophers and managers wrote different types of motivation
theories (Osemeke and Adegboyega, 2017). They also stretched out depending on the
situation; different theories might be applied to motivate workers to perform the work
.These theories can be categorized in two broad areas: “Content theories and Process
theories”. British American Tobacco might apply any of these theories to motivate
employees in its organization.

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Content Theories: Content theories of motivation are linked with the needs of people
that motivate taking an action. It involves “what’s” of motivation. Maslow’s Hierarchy of
Needs theory and Herzberg’s two factor theories are some famous content
motivation theories (Koster, 2017).
Figure: 2 (Koster, 2017)
Maslow’s Hierarchy of Needs theory: According to Abraham Maslow, motivation can
be best explained in terms of the hierarchy of needs, and these needs are divided into
five levels. He claimed that if people are satisfied with a need, then they would be
motivated to step into the next level of needs. Once a given level is satisfied, it can no
longer motivate a person.
Content
theories
Maslow's
Hierarchy of
Needs theory
Herzberg's
two factor
theory

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Figure: 3 (Idowu, 2017)
Hierarchy needs can be classified into three categories: “Basic Needs – physiological
and safety, Psychological needs - love and belongingness and esteem, Self-fulfillment
needs - sell-actualization”. Until basic needs are fulfilled, employees will not motivate for
the psychological needs (Idowu, 2017).
Self-
actualization
needs
(empowerment)
Esteem needs
(contribution, appreciation,
recognition, grwoth and
advancement)
Love and belongingness needs
(member of team, relationship with co-
workers and with leaders)
Safety needs
safe place to work,secure job, health insurance,
emotional safety,no physical harassment
Physiological needs or survival needs
(a steady income to support him or her, and comfortable
working environment )

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It’s not relevant without fulfilling the basic needs an employee might aspire for self-
fulfillment needs. At the same time, organization can provide all the needs at a time. All
the levels of needs are important for employee well-being.
British American Tobacco can use this theory to motivate employees by fulfilling the
entire motivational factor at the right time and in the right way. The presence of all
factors will motivate employees to be committed and to be loyal.
Herzberg’s two-factor theories: It’s also called Dual factor theory. According to
Herzberg, in the workplace there are certain factors that cause job satisfaction and
these factors are called motivational factors such as “recognition, praise, growth,
promotional opportunities, responsibility, and contribution, feeling important and
empowered (Osemeke and Adegboyega, 2017)”. Satisfied employees are more
responsible, can engage well with the organization’s goals and are self-motivated. Due
to globalization, it has become easy for an employee to seek an expected company that
facilitates human resources to improve at their best. So, it has become tough to retain
talented employees for a long time.
British American Tobacco should fulfill these factors if it wants to build a long-term
relationship with the employees.
Figure: 4 (Osemeke and Adegboyega, 2017)

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On the contrary, absence of certain factors creates job dissatisfaction, and these factors
are called Hygiene or Maintenance or basic factors such as “basic salary, job security,
fringe benefits, working conditions, inter-personal relationship" (Madsen, 2017).
Organization must stress upon guaranteeing the adequacy of the hygiene factors to
avoid employee dissatisfaction over the company and job.
Process Theories of motivation: It focuses on “How’s” of motivation - that is how
motivation comes and how it creates satisfaction. It demonstrates thought processes of
an individual and how to behave.
Figure: 5 (Hinojosa, Gardner, Walker, Cogliser and Gullifor, 2017).
Expectancy theory: This theory was developed by “Victor Vroom” in 1964. Victor
Vroom stressed on the outcome, not on the needs (Hinojosa, Gardner, Walker, Cogliser
and Gullifor, 2017).
He stated that an employee would be motivated only when an employee expects an
outcome that his or her efforts would lead to expected performance and expected
performance would lead to reward. It is the belief of an employee that better effort will
result in better performance and in better reward. There are certain factors that create
expectations such as appropriate skills for performing the job, availability of right
resources, availability of information, physical and mental support to complete the job.
Managements need to assure employees that a better performer will get the reward in
terms of financial or non-financial through the clarity of process and clarity of outcome.
And, employees in a conscious mind decide whether to perform the job or not by cost-
benefit analyses (Koster, 2017).
Process
theories
Expectancey
theory
Reinforcement
theory
McClelland’s
Theory

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British American Tobacco may apply this theory to motivate employees. Management of
BAT must arrange a safe environment for employees, which will allow employees to be
self-motivated. It must assure that the reward system is fair enough.
Reinforcement theory: Reinforcement theory was proposed by BF Skinner. It states
that individual behavior is the outcome of certain consequences, and thus behaviors or
attitudes of an individual can be changed through rewards and punishment by the
management. Management may employ two types of reinforcement “Positive
reinforcement and Negative reinforcement” (Idowu, 2017).
Figure: 6 (Idowu, 2017)
British American Tobacco may apply positive reinforcement for the employees who are
willing to work, willing to perform and who have performed outstanding contribution for
the goodwill of the organization. This positive reinforcement will encourage employees
to continuously maintain performance and improve current performance.
Negative enforcement (punishment) is for the employee who makes mistakes
continuously, breaks the codes of conduct, and shows in-professional behavior. This
reinforcement approach will motivate the employees of BAT’s to remove adverse
stimuli.
• rewards to reinforce behaviors
Positive reinforcement
• removal of adverse stimuli
Negative
reinforcement

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Critically evaluating how effective application of behavioral
motivational theories, concepts and models might be used to
influence the behavior of others
In the course of time many different motivational theories have been emerged
considering contingency of that time by many writers such as “Maslow’s Hierarchy
needs theory, Herzberg’s two factor theories, goal setting theory, expectancy theory,
reinforcement theory etc (Amarantou, Kazakopoulou, Chatzoudes and Chatzoglou,
2018).
Depending on the situation, type of people, type of work, and type of position, different
theories are applied. When an employee works for an organization, he or she should be
motivated; otherwise an employee will not find enjoyment in the completion of the task.
While motivating an employee, organization must find the factors that push employees
to be self-motivated. Self-motivated employees can engage more well with the goals of
an organization. They are more likely to participate in important matters and can feel
they are important for the organization.
Absence of motivation can reduce the employee productivity, creativity of an employee
and employee morale (McShane and Glinow, 2017).
Also, wrong methods of motivation can reduce the employee effectiveness and may
demotivate them to perform well. If British American Tobacco uses negative
reinforcement theory for the employee who is performing well, this will demotivate that
employee to perform well and the employee might be engaged with organization politics
Money is a crucial motivational factor, but it’s not always necessary that money will
motivate. Sometimes non-financial factors such as appreciation in front of all employees
and management motivates more than financial factors (Hughes, Fagerstrom, Rodu,
Rose and Shiffman, 2019).
.
Task 2
Understanding of what makes an effective team as opposed to an
ineffective team
Team: Team means a unit of people (two or more) who interact regularly and co-
ordinate their work or work collectively to accomplish a shared goal or purpose beyond
their personal boundary. A team is formed to gather different thoughts so that new ideas
can be made and to develop a relationship between employees. British American

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Tobacco always encourages employees to work in a team within the department or a
diverse team. Through team work, an employee can share his or her idea with other
team members that improve the knowledge of an employee.
Four types of teams can be found in an organization (Parker, 2006).
Figure: 8 (Parker, 2006).
Functional team:
Members from same department having different responsibility come together and form
a team which is permanent in nature. Members are aimed to conduct a specific function
of that department. Functional
team reflects the top-bottom hierarchy structure of department.
Cross-functional team: Cross-functional teams are formed by individuals from various
departments of the organization such as members from finance, management,
accounting, inventory and human resource department. It includes people from all levels
of organization. In a cross-functional team, different knowledgeable people share their
experience and knowledge with each other that enhances team synergy. This type of
team is temporary in nature (Koster, 2017).
Self-managed team: Self-managed teams are created voluntarily within a department,
and they work without supervision but are responsible and accountable for their actions.
The team member meets on a regular basis to plan and execute their activities. They
are empowered to take all the decisions related to their work.
Functional team Cross-functional team
Self-managed team
Team

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Characteristics of an effective team: Not all teams can effectively work to achieve
common goals. Certain characteristics must be present in a team to make it effective
(Parker, 2006). These are –
Figure: 9(Parker, 2006)
Factors that make an effective team difference from an ineffective team:
Common goal: Success of a team largely depends on the ability to work together
toward a common or shared goal. In team diverse people work together, and thus
conflict is a common issue where team members will have different opinions. Team
members must through mutual consensus reach conclusions after reviewing cost-
benefit analysis. If the team member fails to collaborate and shows ego for not choosing
his or her opinion, then this team will fail to go forward. And failing to reach into a
common solution will create an ambiguous environment for the team members to work
within (Osland, Devine and Turner, 2015). The common goal improves team synergy
and thus team members behave more collaborative behavior with each other.
Effective
team
Common
goal
Open
communica
ation
Clarity of
team
roles
Time
maangement
Equal
voice
Respect and
appreciates
opiniion

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Open communication: Communication is the pillar of the team’s effectiveness. Most of
the times before forming teams, members hardly know each other. Open
communication builds mutual understanding of team members where each member can
express their viewpoint without any fear. Open communication smooth’s the path of
informational transparency. Through communication team members can learn diverse
thoughts and thus can get the most desirable idea that’s totally new and fresh. Without
proper communication, teams can never succeed because no fresh idea is established
and team members just submit poor team work (Bennett and Gadlin, 2019).
.
Clarity of team-roles: Before the implementation of team work, team must divide the
work or roles of each member who will work what. Without clarity of roles, team
members may get confused what to do and what not to do and may result in a
dysfunctional team. A defined role provides team members with the opportunity to use
their potential to the fullest and ensures proper use of limited resources.
Time management: An effective team always completes the task before the deadlines
and the team members never put the work for tomorrow. Each team member manages
their own time to give time for the team and prioritizes their tasks. Proper time
management facilitates team members to accumulate and present unique ideas
(Hinojosa, Gardner, Walker, Cogliser and Gullifor, 2017).
Equal voice: An effective team listens to every team member. This equal right
encourages each team member to share their viewpoint without any fear of rejection
and encourages team members to be committed towards the common goals.
Appreciation: Appreciation works as a psychological motivation for an individual that
inspires him or her to work harder and to improve continuously for the greater benefit. In
the team, each member should give recognition or appreciation for a small or large
contribution of team members by saying “bravo, you did an excellent work and keep it
up". Appreciation builds a strong and positive relationship among the team members
and motivates team members to be loyal (Roberts, Williams, Schwind, Sutyak,
McDowell, Griffen, Wall, Sanfey, Chestnut, Meier and Wohltmann, 2014).

19. 19
Effective Team Ineffective Team
Shared common goal Absence of common goals
Open communications Lack of communication
Clarity of team roles Confused roles
Equal voice Absence of an equal voice
Proper time management Mismanagement of time
Appreciation No appreciation
Equal accountability Discriminate accountability
Figure: 10 (Roberts, Williams, Schwind, Sutyak, McDowell, Griffen, Wall, Sanfey,
Chestnut, Meier and Wohltmann, 2014)
Analyzing relevant team and group development theories to support
the development of dynamic co-operation:
A team or a group is established to build co-operation and collaboration between
employees within same department or a diverse department. A team or a group passes
several stages to establish team or group dynamics and co-operation.
According to Bruce Tuckerman, the effectiveness of a team is developed in five stages
Figure: 11 (Bennett and Gadlin, 2019)

20. 20
Forming stage:
It is the beginning stage where team members become aware of the team. Uncertainty
is high and team members look for appropriate leadership and authority to direct the
team. As members hardly know each other's skills, way of doing work and way of
thinking, members fail to build trust and prefer to work on their own. Team effectiveness
is low in this stage (Bennett and Gadlin, 2019).
Storming stage: In this stage, team members start showing their perspectives to
others. Conflicts of thought are high in this stage. Disagreement between team
members hinders the team to set up goals and causes team members to quit from the
team activities. As a result, performance decreases, as all the energy is put into
unproductive activities. To get out of stage, members must respect each other's
opinions and accept individual differences (Buchanan and Badham, 2020).
Norming stage: Team members start accepting conflicts of thoughts. Cohesion and
unity emerge and develop common goals and clarify roles of each team member. Team
performance increases as harmony exists between team members.
Performing stage: Consensus and co-operation is seen between the team members at
large and mature or organized behavior is noticed at this stage. Team members can
engage themselves within the team and the commitment level increases (Parker, 2006).
At this stage, team members focus on problem solving by putting analytical skills and
thus meet team goals by giving the highest effort.
Adjourning stage: This is the final stage of team development. At this stage, the team
is disbanded after the completing task or the team is re-assigned to perform another
task or projects.
British American Tobacco may use this model to analyze the effectiveness of a team
within a given time.

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Concepts and philosophies of OB within an organization
Organization behavior is the study of human resources how they interact as an
individual and as a team member (McShane and Glinow, 2017). .
Concepts and philosophies are the building blocks of organizational behavior that
revolves around the nature of human resources and organizations. Through these
concepts such as Individual differences, a whole person, desire for involvement,
the value of person, human dignity, holistic concept and mutual interest, British
American Tobacco can assess the behavior of human resources and can improve
performance and productivity of organization.
Individual differences: By birth a person is different from the rest of the people having
distinct characteristics, way of thinking, attitudes, choices and perception. Organization
should recognize individual differences and take measures to direct employees so that
the maximum outcome can be generated. British American Tobacco is more interested
in recruiting diverse people who can give something absolutely unique to their company
(Osland, Devine and Turner, 2015).
A whole person: A person has both a professional life and a personal life. Proper
balance between professional life and personal life can motivate employees to
concentrate on work and to improve performance level. So, an organization should
design work structure in such a way that employees can make work-life balance.
Desire for involvement: Employees feel more engaged when they can find their
involvement in the important decision making. They hunger for the opportunities to
express their ideas, viewpoints, what they know and understand and experience with
others (Paais, 2018).
.Organization culture of British American Tobacco motivates an employee to participate
in decision making and is rewarded for participation.
The value of a person: Organization must treat an employee as an individual person
who has pride and dignity, not as an economic tool. An employee wants to be treated
with dignity irrespective of their position.
Mutual Interest: Mutual interest states that organization needs employees to attain
goals of organization and employee needs organization to fulfill self-needs. So, there
should be a win-win situation for both parties (Amarantou, Kazakopoulou, Chatzoudes
and Chatzoglou, 2018).

22. 22
Organization behavior model: There are five models to explain organizational
behavior.
Figure: 12 (Roberts, Williams, Schwind, Sutyak, McDowell, Griffen, Wall, Sanfey,
Chestnut, Meier and Wohltmann, 2014)
Autocratic Model: Top management acts as a boss over employees, and employees
are strictly commanded to complete the task as recommended. Management is the only
decision maker of every matter. Employees are not empowered. There is no flexibility in
doing work. As a result, employee feels demotivated towards the job (Idowu, 2017).
British American Tobacco should not follow this model as it reduces employee
productivity.
Custodian Model: In the custodian model, managers realized that job security is
imperative for employees. Management could understand that autocratic behavior
actually hinders performance of an employee, so does goodwill of the organization. So,
management should establish a relationship with employees by providing financial or
economic security.
Supportive Model: Supportive model emphasis on motivated or aspiring leaders who
will not exercise control or power to handle employees, but will motivate workers by
building collaborative and co-operative relationship with employees (Hinojosa, Gardner,
Walker, Cogliser and Gullifor, 2017). Management will create a positive working
Autocratic
model
Custodial
model
Supportive
model
Collegial
model
System model

23. 23
environment where each employee will be able to share what they know and their
experience.
Collegial Model: The structure of an organization will be made in such a way that there
is no boss or subordinates and everybody will work as a team. Each employee
participates in the decision making process and managers play the role of a coach to
guide the team to achieve goals and generate a positive working environment and the
promotion of team performance rather than individual performance.
The system model: According to the system model, each and every part of the
organizations is interrelated, interdependent and interlinked with each other. It views
organization from holistic points of view.
Evaluating how concepts and philosophies of OB inform and
influences behavior:
The concept and philosophies of Organization behavior such as “individual differences,
perception, a whole person, being involved, value of person, dignity and mutual interest”
assist an organization to systematically analyze the behavior pattern of employees
(McShane and Glinow, 2017). An employee is not separated from his or her personal
life; he or she has to take care of family. If an employee gets a flexible working hour and
flexible working days, he or she can easily balance both lives. Absence of flexible
working conditions makes an employee unproductive as he or she fails to concentrate
on work. Every person wants to be valued in an organization where from top-bottom will
respect his or her working position. If an employee is insulted in front of the whole
organization, he or she will be demotivated and will behave negatively while dealing
with customers (McShane and Glinow, 2017). Negative behavior of an employee will
encourage customers to switch to some other company. So, management or authority
should monitor employees to promote positive stimulation and to remove negative
stimuli that negatively influence behavior of employees.

24. 24
Conclusions and recommendations
Organization behavior systematically studies human resources of an organization.
Through this study, an organization can understand the behavior pattern of employees
such as why they behave and what motivate them to behave. The nature of an
individual is different from the other, and he or she is not motivated the way the other is
motivated (Paais, 2018). British American Tobacco should use contingency theory of
motivation to motivate employees. British American Tobacco has a strong organization
culture. It believes positive organization culture is important for building a positive and
friendly working atmosphere where employees can work relentlessly by thinking fair
judgment will be there. Fair judgment uplifts an employee to work hard, to improve
creativity skills, and to appreciate other’s contribution towards organization. This sound
environment shapes a good relationship between employees, and thus it becomes
convenient to form an effective team (Idowu, 2017).An effective team not only upgrades
performance and goodwill of the organization but also brushes up individuals' loop holes
and better their knowledge to perform well. An organization should facilitate employees
with career development through training. Although British American Tobacco has a
strong organization culture and policies; it needs to maintain this strong culture
continuously in order to remain competitive. British American Tobacco should recognize
employee work life balance as work life balance can free an individual from mental
pressure, which is crucial for employee performance (Paais, 2018).
.

25. 25
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