Contemporary Management Issues in Tesco during COVID-19

This report discusses the impact of COVID-19 on Tesco's management, external factors shaping human capital development, existing policies related to workforce, recommendations for new initiatives, and advice for leaders to adopt changes. It covers the theories and models which provide shape to human capital, existing policies which play an important role in change management process along with the advice & recommendations affiliated with the introduction of new initiative at work place.

Contemporary
Management Issues

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
External factors that have been shaping the development of human capital in Tesco................1
Existing policies of Tesco related to the work force...................................................................3
Recommendations on new initiatives that this organisation should adopt in order to survive
and thrive in the new normal.......................................................................................................3
Advice to the leaders of company to adopt changes ..................................................................4
CONCLUSION................................................................................................................................4
References:.......................................................................................................................................5

INTRODUCTION
Contemporary management refers to the process of planning, leading, organising and
controlling the operations of business in order to achieving the organisational goals and
objectives. It is necessary to do the proper utilization of available resources and management
ensures the same. The events, ideas or opinions which have a relation to the subject6 relted to the
present day is defined as the contemporary issues. Currently, COVID-19 effect the entire
economy and the entire corporation world. As a result the companies has adopted several of
changes at work place. Workers of organisations are furious from infection, hence management
started providing them work from home so that they can work with safety and stay healthy.
Working remotely is found as the huge challenge for the CEO and HR of organisations as they
have to develop the ways and techniques so that the employees can work effectively. Tesco is the
chosen organisation for this report. It is a British multinational general and grocery merchandise
with headquarters in Welwyn Garden City, Hertfordshire, England, United Kingdom. This report
covers the theories and models which provide shape top the human capital, existing policies
which plays an important role in change management process along with the advices &
recommendations affiliated with the introduction of new initiative at work place.
MAIN BODY
External factors that have been shaping the development of human capital in Tesco
There are several factors which effect the operations of business organisation i.e. internal
and external. A model (PEST) has been applied to analyse the external factors. PEST stands for
political, economic, social and technological factors (Imazio and et. al., 2017). These factors
comes under external factor as these are not under the control of organisation. It has its own
importance in giving the shape to the development of human capital after COVID-19. Below
mentioned are the detailed discussion of these factors:
 Political factors: It refers to the rules and regulations which are developed by the
government of a particular country and it is necessary to follow all the rules by
organisations for effective outcome. During the situation of COVID-19, government has
developed several of rules and regulations so that they can stop spreading of coronavirus.
As per those rules, they restricted the gathering of people at a place as it leads to the
transformation of infection from one person to another. The management of Tesco
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provided work from home to the most of employees. In this way, Tesco give shape to
their human capital.
 Economic factor: At the time of COVID-19 pandemic, the economy was facing several
issues such as higher inflation. As a result, employees started demanding higher salaries
in order to fulfilling their daily survival needs and requirements. As a result, Tesco have
fired several of employees because of deficiency of money in the organisation as well as
market. The management make the plan of cost cutting by firing the employees and give
shape to the human capital.
 Social factors: It refers to the factors which bring changes in the taste and preferences of
customers. During the pandemic of COVID-19, the customers stop going out to do
purchasing. They started using the online applications and websites to place order. Many
of customers shifted to other companies which are providing best services online. It also
give the shape top the human capital of Tesco as they started cutting down their
employees who are working in the offline stores.
 Technological factors: It is defined as the factors which effect the business operations by
technology. During the situation of COVID-19, advancement of technology provide
strengths to the organisation in order to facing the challenges. By the use of technology,
Tesco has developed mobile application and worked on various e-commerce platforms
in order to serving the customers by staying at home. In order to giving the shape to the
human capital of tesco, the management provide work from home to many employees as
they can do the work by sitting at home only (Desselle and et. al., 2019).
The advancement of information and technology implies many innovation like working
remotely, automation of business processes and many more. In the context of Tesco, Information
technology playing an important role in developing the automated process at work place such as
collecting customers data, monitoring some processes, billing, tracking metrics are performed
automatically which result in the less requirement of work force at work place. Computer
network connect the employees of organisation to each other so that they can perform the
operations remotely. These are the ways of analysing the impact of information and
communication technology on management.
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Existing policies of Tesco related to the work force
Teco plc is performing business operations in more than 12 countries. It is necessary for
the management of organisation to develop the strategies which result in effective and efficient
growth & development of organisation.
The management of Tesco has develop several of strategies which are related to the talent
acquisition in order to recruit employees in the organisation. Employee appraisal scheme is the
best strategy which have been developed by the management of Tesco for their employees under
which the management provide higher job profile to their existing employees by increasing their
salaries along with their designation (Charron and et. al., 2018). Annual appraisal refers to the
scheme under which the employees are transferred to the higher position along with the increase
in the salary on the basis of their annual performance.
Workforce planning is the strategy which is being adopted by the management of Tesco in the
relation of providing training and development. It is defined as the process of analysing the needs
and requirements of employees having specific skills and competencies. After determining the
requirements, the management arranges the training and development programs for the purpose
of developing the relevant skills in order to achieve the organisational goals and objectives.
Along with this, tesco also provide training to the employees who are eligible for appraisal
scheme.
In order to exploit and create the new opportunities for future, Tesco is adopting the
strategies of change management. It enlarge and adopt its operational actions in the long run to
achieve the goals and objectives of organisation.
Recommendations on new initiatives that this organisation should adopt in order to survive and
thrive in the new normal.
The global crises has forced economies to pause and has presented businesses with a
unique opportunity for using the massive challenges for making meaningful changes (Veith and
et. al., 2018). It is recommanded to the Tesco to adopt for surviving and thriving in the new
normal of Coronavirus are as under:
 Flexibility: Providing flexibility to the employees of Tesco is the best option. Under this
flexibility, the employees of organisation are allowed to perform business operations as
per their comfort timings. When the employees perform the operations as per their
comfortable timings, it will bring the effectiveness in the organisation.
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 Turn digitization into an advantage: The management of Tesco can enhance the
productivity from employees by turning the functions digital. Improvement in the
digitalization of work implies efficiency of working performance of employees as it
makes the task easy.
 Drive systematic change through cooperation: COVID-19 develop fear in the employees
for getting infected. Thy want to perform the business operations by staying at home so
that they can stay safe. It is recommanded to the Tesco to adopt the changes which come
from the situation of COVID.
Advice to the leaders of company to adopt changes
The development of software is found as necessary to bring the flexibility at work place.
It help the leaders to track the progress of work done by the employees. Shifting to the digital
world is also an important step for the leaders (Čergić, F. and Kozarević, E., 2019). As a result
the business will available on several e-commerce websites. In order to attracting the customers,
they are required to work on their online presence. The leaders of Tesco have to focus on making
the strong online presence as it leads to the attraction and retaining of customers. For the same
purpose, they are required to keep their employees happy by providing the work from home with
flexibility in working. It also help the organisation in retaining the employees for long term
which leads to the profitability and productivity of organisation.
CONCLUSION
From the above report, it has been concluded that COVID-19 effect the emtire working
process of business organisation. In order to survival of organisation, they are required to adopt
several changes so that they can continue perform their business operations in an effective and
efficient manner. It also result in huge losses to the organisation because of economic recession
and lack of money in the market. Many companies fired their employees for the purpose of
cutting cost. It is recommanded to the companies to increase the use of technology in working as
it will help them in performing the same business operations remotely.
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References:
Books and Journals
Čergić, F. and Kozarević, E., 2019. The impact of performance analysis on the financial
management and control at public universities in Bosnia and Herzegovina
Federation. Management: Journal of Contemporary Management Issues, 24(2), pp.145-
153.
Charron, P., Elliott, P.M., Gimeno, J.R., Caforio, A.L., Kaski, J.P., Tavazzi, L., Tendera, M.,
Maupain, C., Laroche, C., Rubis, P. and Jurcut, R., 2018. The Cardiomyopathy Registry
of the EURObservational Research Programme of the European Society of Cardiology:
baseline data and contemporary management of adult patients with
cardiomyopathies. European heart journal, 39(20), pp.1784-1793.
Desselle, S.P., Moczygemba, L.R., Coe, A.B., Hess, K. and Zgarrick, D.P., 2019. Applying
contemporary management principles to implementing and evaluating value-added
pharmacist services. Pharmacy, 7(3), p.99.
Imazio, M., Gaido, L., Battaglia, A. and Gaita, F., 2017. Contemporary management of
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Veith, J., Brown, C.V., Sharpe, J.P., Musonza, T., Holcomb, J., Bui, E., Bruns, B., Hopper, H.A.,
Truitt, M., Burlew, C. and Schellenberg, M., 2018. Traumatic rectal injuries: Is the
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Trauma and Acute Care Surgery, 85(6), pp.1033-1037.
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