Abstract

The primary objective of this study is to assess the topic of organizational behavior. The variables, elements, procedures,
and methods that have been induced to ensure the workplace's cultural, communicative, and motivational soundness will
be investigated in this paper using secondary research approaches. This study investigates Vodafone's organizational
behavior. In order to understand the origins, evolution, and benefits of company strategy, models of organizational
culture, diverse ideas, concepts, and communication, as well as motivation, will be utilized to apply and benefit from
them. In the project's last section, a primary study will be done to examine the effectiveness of organizational methods.
Organizational behavior
The study of human behavior in organizational contexts, as well as how human behavior interacts with the organization
and the organization itself, is referred to as organizational behavior. Organizational behavior theories are used to evaluate
and manage groups of individuals in the actual world.
A branch of study that looks at the effects of individuals, groups, and structures on organizational behavior with the goal
of utilizing what they learn to improve an organization's effectiveness.
The study show how people act and behave in organizations. It is a human instrument for the benefit of humans. It
encompasses people's actions in many types of organizations, including business, government, schools, and non-profits.
Importance of Organizational Behavior
People's interests are influenced by OB, which improves their awareness and effectiveness as well as their ability to
handle conflict and stress. OB provides a set of tools that assist managers in analyzing individual behavior within an
organization. OB is useful for investigating the dynamics of formal and informal connections within small groups.
Because cultural variations may necessitate managers to adjust their methods, OB provides frameworks for analyzing
variances between country cultures. For managers, OB presents a variety of difficulties and opportunities. For example,
how to increase quality, develop people's skills, and appreciate the benefits of diversity in the workforce.
Company Selected For Secondary Research
Introduction of Vodafone Group plc
Vodafone Group plc is a multinational telecommunications business based in
the United Kingdom. The Company's operations are divided into two
regions: Europe and Africa, the Middle East, and Asia Pacific (AMAP).
Europe and AMAP are two of its segments. Germany, Italy, the United
Kingdom, Spain, and Other Europe are included in the company's Europe
segment. The Netherlands, Portugal, Greece, Hungary, and Romania are
among the countries that make up Other Europe. India, South Africa,
Tanzania, Mozambique, Lesotho, Africa, Turkey, Australia, Egypt, Ghana, Kenya, and other countries are part of its
AMAP section. The company offers a variety of services across mobile and fixed networks, including voice, messaging,
and data. Newbury, Berkshire, England is the company's registered office and global headquarters. Its primary service
areas include Asia, Africa, Europe, and Oceania. Vodafone has networks in 22 countries that it owns and operates, as well
as partner networks in another 48 countries. Vodafone Global Enterprise delivers telecommunications and information
technology services to businesses in 150 countries. Vodafone are a constituent of the FTSE 100 Index and has its principal
listing on the London Stock Exchange. Nasdaq has a secondary listing for the corporation.
Organizational structure of Vodafone
The organizational structure of a corporation refers to how the company's management and power lines are organized.
Vodafone has a matrix organizational structure and a task-oriented culture. Vodafone has a matrix-based organizational
structure. Matrix Structure's Characteristics are as This structure allows supervisors to concentrate on their areas of
competence. Project supervisors can focus on achieving the goals of specific projects or products, whereas functional
supervisors might focus on hiring, training, and managing personnel in their profession. they Allows personnel from
several departments to collaborate on a special project team for a limited time. Matrix Structure's creates a team of
workers who devote all of their time to a project before returning to their departments or joining a new project team,
allowing them to respond rapidly to a customer requirement.
Diagram of Organizational structure of Vodafone

Organizational Culture of Vodafone

Culture is a difficult issue to address because employees come from
diverse backgrounds and hold diverse values. Though organizational
culture is a belief shared by every employee on the team. As a Vodafone
company, they adhere to task culture, which entails selecting a team to
fulfill a certain assignment. This is one of the most efficient techniques to
perform a task in today's modern corporate world. They can make
decisions inside the team, they feel valued since they were chosen within
the team, they have complete responsibility for bringing the work to a
successful conclusion, and team members feel motivated because they are
empowered to make decisions. Vodafone is a well-known multinational telecommunications conglomerate, and the
company has reached new heights because its employees give their all. Each employee's performance is graded in stages,
and each stage is meticulously monitored. The culture of Vodafone is one of goal setting and effective communication.
The management determines each employee's key responsibilities based on skill efficiency.
Communication Model
Communication is a complex process, and it can be difficult to pinpoint where or with whom a communication encounter
begins and ends. It can be beneficial to consider various communication
models from time to time. Communication models make the process
easier by visualizing the various aspects of a communication encounter.
Some models explain communication in greater depth than others, but
even the most complex model cannot recreate what we experience in a
single communication encounter. Models continue to be useful for
communication students because they allow us to see specific concepts
and steps in the communication process, define communication, and apply
communication concepts. When you understand how communication
works, you will be able to think more deliberately about your communication encounters, which will help you better,
prepare for future communication. The transmission, interaction, and transaction models of communication will be
discussed. Although these communication models differ, they share some characteristics. Participants, messages,
encoding, decoding, and channels are all components of the first two models we'll look at: the transmission model and the
interaction model. Participants in communication models are the senders and/or receivers of messages in a communication
encounter. The message is the content that is communicated verbally or nonverbally from sender to receiver. For example,
when you say "Hello!" to a friend, you are sending a greeting message that your friend will receive.

Linear model of communication

Communication is described as a linear, one-way process in which a sender
intentionally transmits a message to a receiver by the linear or transmission model
of communication. Within a communication encounter, this model focuses on the
sender and message. Although the receiver is included in the model, it is viewed
as a target or end point rather than a part of a continuous process. We must
assume that the receiver either receives and understands the message or does not.
The scholars who created this model built on Aristotle's linear model, which
included a speaker, message, and hearer centuries before. They were also
influenced by the introduction and spread of new communication technologies such as telegraphy and radio at the time,
and you can probably see these technical influences in the model. Consider how a radio message is delivered from a
person in a radio studio to you in your car. The radio announcer encodes a verbal message that is transmitted by a radio
tower via electromagnetic waves (the channel) and eventually reaches your (the receiver's) ears via an antenna and
speakers to be decoded. The radio announcer has no way of knowing whether or not you received their message, but if the
equipment is operational and the channel is clear of static, there is a good chance that the message was successfully
received
Interactive or interaction model of communication
The interactive or interaction model of communication defines communication
as a process in which participants switch roles as sender and receiver to
generate meaning by sending messages and receiving feedback in physical and
psychological contexts. Instead of depicting communication as a one-way,
linear process, the interactive model incorporates feedback, making
communication a more interactive, two-way process. Messages sent in response
to other messages are considered feedback. The interactive model is also less
concerned with messages and more concerned with interaction. The interactive
model is more concerned with the communication process itself, as opposed to how a message was transmitted and
whether or not it was received. In fact, this model recognizes that so many messages are being sent at once that many of
them may not even be received. Some messages are also sent inadvertently. As a result, communication in this model is
not judged effective or ineffective based on whether or not a single message was successfully transmitted and received.
Transaction model of communication
Models were expanded to include more of the communication process. Many
academics regard communication as more than just a means of carrying on
conversations and conveying meaning. We don't send messages like computers, and
we don't smoothly switch between the roles of sender and receiver as an interaction
progresses. We can't also consciously decide to stop communicating because
communication entails more than just sending and receiving messages. The
transaction model differs significantly from the transmission and interaction models
in several ways, including how communication is conceptualized, the roles of
sender and receiver, and the role of context. Communication, according to the
transaction model, is a process in which communicators generate social realities
within social, relational, and cultural contexts.

Theories of motivation
Motivation can be understood as cognitive decision making in which the intension is to make the behavior that is aimed at
achieving a certain goal through initiation and monitoring. At work places, reviews are done using appraisals and
appraisals at work have predetermined standards, and their outcome may provoke an emotional reaction in the employee,
and this reaction will determine how satisfied. Good ratings in reviews may indicate that an employee is satisfied, while
low ratings may indicate the opposite. Motivation can come from outside factors (extrinsic) such as rewards or from
within an individual (intrinsic), such as a desire to do better.
Maslow’s hierarchy of needs
Maslow's theory is explained in such a way that people want to achieve more in life and
their needs are prioritized according to their importance. Content theories of job
satisfaction are based on Maslow's hierarchy of needs and revolve around employees'
needs and the factors that provide them with a reasonable level of satisfaction. Maslow
developed a five-stage theory based on the basic physical, biological, social, and
psychological needs of humans. This theory categories individual needs and prioritizes
their attainment.These are the categories, in decreasing order of priority: physiological
requirements (food, shelter, and clothing); safety and security needs (physical
protection); social needs (connection with others); esteem needs (getting recognition
from others); and self-actualization needs (desire for accomplishment or to leave a
legacy).Maslow's hierarchy of needs serves as the foundation for theories that attempt to
explain job satisfaction. Teachers, like everyone else, have needs that must be met.
Aside from the basic necessities of food, shelter, and clothing, as well as protection
from physical harm and social interaction, they require the recognition and appreciation of their peers, colleagues, and
parents.
Herzberg's Motivator-Hygiene Theory
Herzberg's Motivator-Hygiene Theory also known as Motivator-Hygiene, arose from a
study of accountants and engineers to understand what makes people happy or
unhappy at work.' Herzberg identified five aspects of work that contribute to
happiness: achievement, acknowledgment, the job itself, responsibility, and
advancement. Institutional politics, management style, supervision, compensation,
work relationships, and working conditions, on the other hand, are all factors that
might demoralize people, according to Herzberg. Those companies are increasingly
using Herzberg's theory to give their employees opportunities for "personal growth,
enrichment, and recognition." Employees should be promoted after completing
particular phases in their careers, and noteworthy achievements should be recognized.
For example, they should be given responsibility to determine how to manage duties
that are related to their employment when they generate excellent outcomes in their
subject areas; on a more basic level, they should be given responsibility to determine how to handle chores that are related
to their jobs. The Two-factor theory, on the other hand, has been criticized.
McClelland's Theory
The Need Achievement Theory of McClelland According to McClelland's need
accomplishment hypothesis, some people are motivated to succeed by pursuing
"personal achievement rather than benefits for themselves."This idea is easily
applied to academic settings, and it explains why certain instructors, despite the
challenges they confront, are high achievers: they set high objectives for themselves,
and achieving these goals is what motivates them. Alderfer's ERG theory is based on
Maslow's hierarchy of needs, but it simplifies it by reducing Maslow's five categories
of need to three: relatedness (esteem/social needs), growth (self-actualization), and
existence (security/physiological requirements).
Primary Research
The major research will be focused on Vodafone. This poll will include 50 respondents, all of whom are current
or former employees of the company. They were asked a total of six questions to gain a better knowledge of the
organization's conduct, employee incentive techniques, and communication approaches.
]Survey Questionnaire
The three most important aspects of the survey questionnaire used in this study are as follows:
Survey Questionnaire with regard to Culture Behavior
Is Vodafone organization positive value system that understand and believe it

Extremely Somewhat Neutral Somewhat Extremely Dissatisfied

Satisfied Satisfied Dissatisfied

25% 20% 15% 40% 40%

40%
30%
20%
10%
Axis Title 0%
l
ed ed tra ed ed
sfi sfi u sfi sfi
Sa
ti
Sa
ti Ne ati ati
at iss iss
ely h t D D
em ew ha ely
tr m ew m
Ex So m tr e
So Ex
Axis Title

Interpretation
The preceding table clearly demonstrates that Vodafone’s company culture is quite healthy and positive.
The company has not only given its personnel opportunities for advancement, but it has also adjusted its ways
and approaches in response to industry trends. The bulk of the responses in the table were either agreed (20% or
10%) or neutral (10%). (15 percent)
Is people in Vodafone organization have the opportunity to be involved in the decision making process??
Extremely Somewhat Neutral Somewhat Extremely Dissatisfied
Satisfied Satisfied Dissatisfied

20 10 25 15 30

30

25

20

Axis Title 15

10

0
1 2 3 4 5
Axis Title

Interpretation
The majority of the responses in the table were agreed (10% or 20%) or neutral (25%) and 15 or 30% were
dissatisfied. The above table clearly shows that Vodafone's organizational culture is far superior.
Survey Questionnaire with regard to Communication
Given everything, how pleased are you with the level of communication quality in the company

Do you believe Vodafone organization have a good job of encouraging employee recognition?
Extremely Somewhat Neutral Somewhat Extremely Dissatisfied
Satisfied Satisfied Dissatisfied

20 20 20 10 30

30

25

20

Axis Title 15

10

0
1 2 3 4 5
Axis Title

Interpretation
In the table above, the majority of respondents agreed (20% or 20%), were neutral (20%), or were dissatisfied
(10% or 30%). The preceding table clearly demonstrates that Vodafone has a positive corporate culture, which
is beneficial to the company's growth.

Is appropriate information regarding key changes provided by the Vodafone organization?

Extremely Somewhat Neutral Somewhat Extremely Dissatisfied
Satisfied Satisfied Dissatisfied

10 15 20 25 30

100%
80%
60%
40%

Axis Title 20%

0%
l
ed ed ra ed ed
tisfi tisfi eut tisfi tisfi
Sa tS
a N
iss
a
iss
a
ely ha t D D
m ew ha ely
x tre m ew em
E So m tr
So Ex
Axis Title

Interpretation
In the table above, the majorities of respondents agreed (10% or 15%) or were neutral (20%), while 25 or 30%
were dissatisfied.

Survey Questionnaire with regard to Motivation

Would you suggest Vodafone company as a nice place to work?
Extremely Somewhat Neutral Somewhat Extremely Dissatisfied
Satisfied Satisfied Dissatisfied

30 20 15 10 25

30

25

20

Axis Title 15

10

0
1 2 3 4 5
Axis Title

Interpretation
In the above table majority answer were agreed (25% or 20%) or neutral (30%) and 15 or 10 % are dissatisfied

Are there any prospects for you to advance your career vodafone company??
Extremely Somewhat Neutral Somewhat Extremely Dissatisfied
Satisfied Satisfied Dissatisfied

25 20 30 15 10

35
30
25
20
Axis Title
15
10
5
0
1 2 3 4 5
Axis Title

Interpretation
In the above table majority answer were agreed (10% or 20%) or neutral (35%) and 5 or 30 % are dissatisfied

Conclusion
The company Vodafone is based in the United Kingdom. Every aspect of the company's culture,
communication, and motivation has been outstanding. The most important feature of a firm is its organizational
behavior or culture. Organizational life can be better understood and forecasted with the use of Ob. The main
reason for its relevance is that organizational culture is created by the people who work in the company..