organisational behaviour means the way to interact in the organisation within the group with all individuals to work efficiently and achieve the desire goals of the organisation. It signifies the individual and group performances within the organisation influenced by the culture, attitude, emotions, values and ethics which ensure the efficient objectives of the organisation and smooth functioning of the activities within the organisation. This study describes the working scenario of the GlaxoSmithKline Healthcare company which is the well known pharmaceutical company in London, requires the efficient business organisation to sustain its viability in long run in cut throat competition market(Agarwal and 2012). This study explains the human behaviour and its impact on the job structure, performance, communication, motivation , leadership, etc which decides the final outcome of the organisation objectives. This report also specifies the organisation structure of the GlaxoSmithKline Healthcare Company. Different Leadership styles and management styles are evaluated to assess its impact on the functional activities of the organisation. The various management theories and their approaches are also evaluated in this report to study their positive and negative impact on the functional activities of the organisation.
1.1 compare and contrast different organisational structures and culture
Organisation structure defines the responsibilities of the every individual directed towards the achievement of the organisation objectives and goals. Every organisation has its own organisational structure based on its objectives and goals. The basic objective of every organisation is to achieve its goals with best utilization of available resources keeping in mind the dynamic and competitive environment where they operates. GlaxoSmithKline Healthcare Company, sixth largest pharmaceutical company in world have adopted the horizontal structure to manage its organisation(Alfes and 2013). This structure do not allow the lower and middle level organisational employees to participate in the decision making and every decision is taken and forwarded by the top level management. This organisation structure have one manger and many subordinates under them which increases the responsibilities of the one manager who need to order and look after the work of every subordinate under him i.e. every subordinate is fully dependent upon the manager's direction, help and support.
Now, being creative GlaxoSmithKline Healthcare Company decided to change its organisational structure from horizontal structure to vertical structure. Senior authorities in vertical form are responsible to frame the strategies and delegate the responsibilities to its subordinates. Thus, this concept is also known as Top-Down management which allows every manger to handle five to eight subordinates. The horizontal form increases the burden of the manager and thus increases the risk of chaos, mismanagement, mistakes and even conflicts due to inefficient outcome of the organisational objectives(Ashby, 2013). Whereas. Vertical form eliminates such chaos and problems of miscommunication as every manager has few subordinates to deal with. It results in long chain of command. Every department and branch has its own manager as per their working scope thus this form of structure has many mangers and many ranks with small area of control. Economic and efficient business performance and accountability along with coordination across the business can be achieved by the proper structure of org