Impact of Organisational Structure and Culture on Business Performance: A Study on ASDA, UK

This presentation explores the impact of organisational structure and culture on business performance, focusing on a study conducted on ASDA, UK. It discusses the concept of organisational structure and culture, their relationship, influential factors, and recommendations for enhancing business performance.

“ T O D E T E R M I N E T H E I M P A C T O F O R G A N I S A T I O N A L
S T R U C T U R E A N D C U L T U R E O N B U S I N E S S P E R F O R M A N C E : A
S T U D Y O N A S D A , U K ” .
RESEARCH PROJECT

RESEARCH AIM AND OBJECTIVES
Research aim – To determine the impact of organisational structure and
culture on business performance: a study on ASDA, UK.
Research objectives –
 To ascertain the concept of organisational structure and culture in ASDA.
 To discover the factual relationship among the structure and culture of
ASDA.
 To identify the influential means of these associated factors that directly
impacts upon the business performance of ASDA.
 To recommend considerable ways of enhancing the business
performance by inculcating some contemporary formats of
organisational structure and culture at the workplace of ASDA.

RESEARCH QUESTION
 What is the concept of organisational structure and
culture in ASDA?
 What depicts a factual relationship among the
structure and culture of ASDA?
 What are the influential means of both these factors
that directly impacts upon the business performance
of ASDA?

RESEARCH METHODOLOGY
Research design: Descriptive concept
Research approach: Inductive approach
Data collection: Primary and secondary sources of data
collection
Sampling: Purposeful sampling
Sample Size: 5 managers working in ASDA
Data analysis: Qualitative technique

THEME 1: MOST OF THE MANAGERS ARE HEREBY
WORKING IN ASDA WITH A MINIMAL PERIOD OF AT
LEAST THAN 3 YEARS.
2 years 3 years 5 years More than 5 years
0
0.5
1
1.5
2
2.5
Most of the respondents are working from a longer period of time
Number of respondents

THEME 2: MAJORITY OF RESPONDERS ARE AGREED
WITH ONLY TWO ALTERNATIVES OF ORGANISATIONAL
STRUCTURE THAT IS BEING ENFORCED IN ASDA.
Lined Functional Divisional Matrix Hybrid
0
0.5
1
1.5
2
2.5
3
3.5
Functional and Divisional structures are defined as the two most common organisational structure
Number of respondents

THEME 3: MOST OF THE RESPONDENTS HAVE AGREED
BY 3 CONFERRED ALTERNATIVES OF ORGANISATIONAL
CULTURE THAT IS CURRENTLY BEING ENFORCED IN
ASDA.
Role Task Power Person Clan
0
0.5
1
1.5
2
2.5
Almost all organisational cultures are being adopted by ASDA
Number of respondents

THEME 4: HERE, A MAJORITY OF RESPONDERS ARE
MITIGATED BY THE IMPLEMENTED ORGANISATIONAL
STRUCTURE AND CULTURE OF ASDA.
Yes No
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Most of the managerial bodies in ASDA are satisfied with its set structure and culture
Number of respondents

THEME 5: MOST OF THE RESPONDENTS ARE HEREBY AGREED BY
THE INFLUENTIAL TERMS OF ORGANISATIONAL STRUCTURE AND
CULTURE WHERE THEY DIRECTLY IMPACT UPON THE BUSINESS
PERFORMANCE.
Strongly agreed
Agreed
Neutral
Disagree
Strongly disagree
0
0.5
1
1.5
2
2.5
Almost all the responders are agreed by both these concepts
Number of respondents

THEME 6: AFTER CONSIDERING A LARGE SCALE RATIO OF
RESPONDENTS IN FAVOUR OF AN ADAPTIVE ORGANISATIONAL
STRUCTURE AND CULTURE AT THE WORKPLACE, ALMOST ALL OF
THE RESPONDERS HAVE ALSO RENDERS SOME JUSTIFIED
REASONS FOR IT.
Enhanced sales and revenues
Augmented productivity
All of the above
0
0.5
1
1.5
2
2.5
No of respondents

THEME 7: ALMOST ALL THE RESPONDENTS HAVE ACCEPTED THE
CLAUSE OF CHANGE IN THEIR EXISTENT ORGANISATIONAL
STRUCTURE AND CULTURE WITH AN ALTERING PERIOD OF TIME
WITH A DISTINCT PERCEPTION OF EACH.
Yes, always.
Sometimes
No
0 0.5 1 1.5 2 2.5 3 3.5
Company has adopted new structure and culture with the changing period of time
No of respondents

RECOMMENDATIONS
A foremost recommendation on the basis of above interpreted
outcome is to continually adapt the ongoing trends. With
reference to which, it is suggested that ASDA should
constantly look after their operational prospectives and
accordingly change the structure and culture of their
workplace. The adapted form should however correspond with
the interest level of their workers where they will in turn work
with a collaborative and valuable sense for making timely and
productive submission of their work which will also showcase
an impelling work quality of ASDA.

CONCLUSION
On interpreting the entire considered facts and figures of the
above conducted research work in which, both organisational
structure and culture have depicted an essential role in the
establishments. It is mainly with reference to an integrated
relationship between the structure and culture of the
organisation where they together effect the business and its
affiliated work performances. An adopted structure hereby
depicts the set culture of the enterprise which in turn makes a
direct impact upon the other affiliated bodies of the firm. With
a similar context to it, the above carried investigation have
stated that all 5 referral of managers posted in ASDA at
different administrative positions.

REFERENCES
Fellows, R. F. and Liu, A. M., 2015. Research methods for construction. John
Wiley & Sons.
Psacharopoulos, G. ed., 2014. Economics of education: Research and studies.
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Taylor, S. J., Bogdan, R. and DeVault, M., 2015. Introduction to qualitative
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Tracy, S. J., 2012. Qualitative research methods: Collecting evidence, crafting
analysis, communicating impact. John Wiley & Sons.
Tuckman, B. W. and Harper, B. E., 2012. Conducting educational research.
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Venkatesh, V., Brown, S. A. and Bala, H., 2013. Bridging the qualitative-
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