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The Organizational Structure, Culture and Formation of Tesco

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Added on  2020-02-05

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ORGANIZATIONAL DEVELOPMENT University Organizational development By Date Name Lecturer’s name Executive summary This report focuses on the different characteristics and forms of business organizations followed by the organizational structure, culture and formation of Tesco. Contents Introduction 2 Literature review 4 Organizational change 4 Cultural change 5 New leadership 5 Methodology 6 Research findings 9 Socio-cultural factors 9 P.E.S.T.L.E 9 Organizational structure 11 Organization culture 14 Organizational change 15 Resistance to change 16 Influences of organisational culture 16 Adapting

The Organizational Structure, Culture and Formation of Tesco

   Added on 2020-02-05

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Organizational development
By
Date
Name
Lecturer’s name
Page 1 of 24
The Organizational Structure, Culture and Formation of Tesco_1
ORGANIZATIONAL DEVELOPMENT
Executive summary
This report focuses on the different characteristics and forms of business organizations followed
by the organizational structure, culture and formation of Tesco. It also highlights the different
characteristics, activities, key influential goals and purposes of Tesco by considering its ethos
and motives. The organizational structure, culture are critically analyzed along with the
challenges that the company face in the globalized market. Sustainable organizational
development is the main requirement of the company and that is being stated in this report. The
company’s influence on the other organizational bodies are also highlighted with referred
examples and current market situations.
The Organizational Structure, Culture and Formation of Tesco_2
ORGANIZATIONAL DEVELOPMENT
Contents
Introduction......................................................................................................................................2
Literature review..............................................................................................................................4
Organizational change..................................................................................................................4
Cultural change............................................................................................................................5
New leadership.............................................................................................................................5
Methodology....................................................................................................................................6
Research findings.............................................................................................................................9
Socio-cultural factors...................................................................................................................9
P.E.S.T.L.E..................................................................................................................................9
Organizational structure.............................................................................................................11
Organization culture......................................................................................................................14
Organizational change...................................................................................................................15
Resistance to change......................................................................................................................16
Influences of organisational culture...............................................................................................16
Adapting to organisational change................................................................................................17
Discussion and conclusion.............................................................................................................18
References......................................................................................................................................19
Appendices....................................................................................................................................21
Appendix 1- Karl Weick’s.........................................................................................................21
Appendix 2- Deal & Kennedy...................................................................................................21
The Organizational Structure, Culture and Formation of Tesco_3
ORGANIZATIONAL DEVELOPMENT
Appendix 3- Cameron & Quinn.................................................................................................22
Appendix 4- Kurt Lewin’s.........................................................................................................23
The Organizational Structure, Culture and Formation of Tesco_4
ORGANIZATIONAL DEVELOPMENT
Introduction
The following report focuses on the formation of business organisations in different sectors
along with the organisational development of a specified organisation. Here, the learner has
taken up Tesco to analyse the main characteristics, goals and objectives of the company. The key
environmental influences of the organisation are taken into consideration in accordance with its
ethos and purpose. The organisational development and the changes that occur are devoted to the
research and development theories and all forms of organisations. The organisational structure
and culture designs are explained, and the challenges are highlighted that they face in the
globalised market. Sustainable organisational development and organisational culture on the
multinational organisation are stated in the diversified environment.
Tesco is a multinational grocery business of British origin found in 1919. It expanded its market
globally and diversified itself in many sectors. The main objectives of the company are to expand
and earn higher profit margin. Tesco is one of the biggest supermarket chains in the UK as well
as across the globe. According to DICKINSON (2012), the objectives are set to meet them in
ethical considerations and improvise the business management. Tesco holds some basic
objectives that they are working on to meet them and achieve success. The basic examples of the
organizational development and planning can be set by evaluating its organizational behavior.
The company sets a perfect array of rules and ethics that help the employees to work in a
peaceful manner and get then maximum job satisfaction.
Tesco aims at developing a peaceful working environment for their staffs that would
encourage and motivate them to serve more for the company. Motivating the staffs
becomes an asset because the human resource is the human capital the company is
investing in the business.
Tesco targets to expand their sales of organic products and manufacturing.
The Organizational Structure, Culture and Formation of Tesco_5
ORGANIZATIONAL DEVELOPMENT
Tesco has 6.5% share of the market in the non-food sector and thus, they aim to be
equally demanded as the food sectors.
Tesco usually carries some basic objectives that include serving the customers with best products
that are manufactured with the help of hygienic and improved technology. According to Durand
and Vergne (2012), being competitive in the market and the whole global platform is another
requirement of the company.
Literature review
Organizational change
The challenges faced by Tesco in the global market field demands a high reformation in the
marketing management body and the technological departments. The use of technology is
essential to carry on the competition and fast working strategies than other companies. Thus, the
human resource department must hire eligible and efficient management level executive who can
formulate new ideas and bring in innovation to develop the marketing condition of the company.
The products need severe attention keeping in mind the need of hygiene factors and financial
factors of the company.
There are two kinds of basic organisation that are profit making and non-profit making. The
profit making organisations are mainly the ones organising the business with some primary
goals. For-profit organisations or corporation solely aims to operate the business and earn
revenue stressing on their objectives and favours, unlike that of public. These organisations are
under private sector, and they generate their shares extending them to the general public. The
public who purchase their shares becomes the shareholders and owns shared ownership.
According to Balasubramanian et al., (2014), this kind of organisations has to pay taxes and
register themselves with state authorities to operate their smooth flow of business.
The Organizational Structure, Culture and Formation of Tesco_6

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