Concepts and Philosophy of Organisational Behaviour within Tesco
Added on 2020-07-22
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ORGANISATIONAL BEHAVIOUR
Table of ContentsINTRODUCTION...........................................................................................................................1TASK 1............................................................................................................................................1P1 Organisational culture, politics and power influence on individual and team behaviourperformance.................................................................................................................................1TASK 2 ...........................................................................................................................................4P2 Content and process theory of motivation and motivational techniques which enableeffective achievement of goals in Tesco organisation................................................................4TASK 3............................................................................................................................................7P3 what makes an effective team as opposed to an ineffective team..........................................7TASK 4..........................................................................................................................................10P4 Concepts and philosophy of organisational behaviour within Tesco..................................10Conclusion.....................................................................................................................................11REFERENCES..............................................................................................................................13
INTRODUCTIONOrganisational behaviour includes culture and structure of a firm and workforce motivation. Theintroduction includes the impact and influences that organisational culture and behaviour hasupon performances and behaviours within the workplace of Tesco. The report is an overview ofTesco’s culture, politics and power with relevant use of examples that how these aspects oforganisational behaviour influenced the behaviour of employees at workplace. The criticalevaluation of relationship between politics, power, motivation and culture enables business andteams towards success. The introduction also considers the process and content theories withmotivational techniques to achieve the business and individual goals. Motivational theories,concepts and models identify the influence upon others behaviour. The report also covers theunderstanding of what makes an effective team opposed to an ineffective team. Analysis ofrelevant team and group development theories help to support the development of dynamic co-operation within Tesco business. Finally, introduction completes with concepts and philosophiesof organisational behaviours and also how they influence behaviour both positive and negativewithin Tesco firm in a given situation. TASK 1P1 Organisational culture, politics and power influence on individual and team behaviourperformanceOrganisational culture, power and politics have an impact upon team behaviour andperformance as well as on individual. All three elements has their individual influences uponteam behaviour and performance and individual as well effectively (Wood and ed. al. 2016).INFLUENCE OF CULTURECulture is classified into three major factors which affect the Tesco business team andindividual performance and behaviour in terms of Power, Role, Task and Person. These fourfactors are classified by Handy The Power culture: Handy described power culture as a “Web”. The concentrationpower is reflected by the family business, which can be either small or large. The mainduties and responsibilities of family business is upon members of family. The majoreffect of these firms is that there are so few members in the family who have the goodconcentration and power of decision making. Thus, the strategies and plans for a familybusiness, which is created by the members of family have to implement by others1
effectively (Holmgreen, 2017). The plans and strategies for empowering a familybusiness is mostly formulated by others due to the lack of effective family members whocan implement these strategies and plans by themselves. The power culture has moretrust on individuals rather than committees or groups and also it changes very quickly. The Role culture: The Role culture is also called Greek temple. Apex of the templemaking place for the decision making and functional units of Tesco are pillars of thetemple which helps to implement the apex decisions. Pillars are the strengths of culturewhere organisation stands and stable it and it is run by paper system method effectively.The role culture is suitable for those firms which do not make regular changes in theirbusiness activities. Thus, constant changes in the organisation reduce the stability. Therole culture is effective and applicable for public sectors, government departments,general sectors, public utilities and for local authorities effectively (Mullins, and Christy,2013). The Task culture: Task culture represent the characteristic of Tesco, which includesdepartment and development activities and extensive research as well which are sodynamic for the firm. There is a close liaison and means between departments,specialities, communication, integration, functions, liaison and business activities, whereTesco is able to adopt the regular and quick changes as well as become a part ofanticipation effectively and efficiently (Mitonga-Monga, Flotman, and Cilliers, 2017).Task culture influences the decision making and performance of team and an individualin both positive and negative terms. It depends on the performance and activitiesmanaged by team and individual.The Person culture: The person culture is a characteristic and part of the model orstructure of business management consensus, where the determination of paths andstructure within individuals is pursued by Tesco. A structure formalisation requires theservices and needs of an individual. Reporting relationship and control of managementdefine this culture suitable for the commune and also for groups. The person culture isnot applicable for the Tesco business organisation that it reflects the culture of a personwithin the firm effectively (Barzoki, and Rezaei, 2017).2
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