Developing Strategic Management and Leadership Skills for Tesco

S 18011063 Developing Strategic Management and Leadership Skills Semester1 MBA B1 | Zikura International college 1

Table of Contents
INTRODUCTION.........................................................................................................................................3
A) ANALYSE THE ORGANIZATIONAL DIRECTIONS.........................................................................................3
B) THE MOST APPROPRIATE AND EFFECTIVE STYLE(S) OF LEADERSHIP FOR THE ORGANIZATION.......................5
C) PLAN FOR THE DEVELOPMENT OF LEADERSHIP SKILLS FOR THE ORGANIZATION..........................................7
DETERMINATION OF SUITABLE LEADERSHIP STYLE OF THE FIRM...................................................................8
IDENTIFICATION OF PRESENT AND FUTURE LEADERS OF THE FIRM................................................................8
IDENTIFICATION OF LEADERSHIP GAPS......................................................................................................8
DEVELOPMENT OF SUCCESSION PLANNING FOR IMPORTANT ROLES..............................................................9
DEVELOPMENT OF GOALS REGARDING CAREER PLANNING FOR FUTURE LEADERS............................................9
IDENTIFICATION OF ROADMAP OF SKILLS FOR LEADERS...............................................................................9
PROGRAMS FOR RETAINING PRESENT AND POTENTIAL LEADERS...................................................................9
CONCLUSION......................................................................................................................................11
REFERENCES.......................................................................................................................................12
S 18011063 Developing Strategic Management and Leadership Skills Semester1 MBA B1 | Zikura International college 2

INTRODUCTION
Organizations always have specific leanings down its business path for reaching to
its set purpose. In business parlance, these leanings are governed by firms’ mission and
business objectives. Particularly, it can be said that direction is a business journey that
includes determination of the business destination. Hence, the organizational direction is
required to stay within the business scope and the mission. The direction of business becomes
more oriented in tune with business objectives when the leadership of business entities is
effective. Thus, some leadership qualities are essential. In this report, the case study of Tesco
is selected for analysing the organizational direction and in the course of the report, an
effective leadership style has been recommended for the firm.
A) ANALYSE THE ORGANIZATIONAL DIRECTIONS
Tesco was formed by Jack Cohen in the year 1919 at the east end of London. Ever
since, the firm has emerged as one of the leading retail firms in the world. The core trade
function of the business is in retailing in the UK. The brand has expanded its operations in
countries like the Czech Republic, Malaysia, India, China, Poland, and Hungary. Tesco
believes in constantly working on its international brand and this is supported by its
operational expansion. Tesco has a highly focused business goal, setting its sight on long-
term success in competition (Nooteboom & Termeer, 2013). Customers are the most vital
stakeholders of the firm and their satisfaction is always instrumental in carrying business
performance in a consistently better manner.
The vision and the mission of the business are static and are looking for adapting to
a business environment which is always subject to change. The firm’s business view is
inspirational and is supported by the vision and mission, which are although pinned on
similar purposes but are archetypal in their own proposition. The vision of the business is ‘to
be a highly valued business by serving customers, communities, employees, and the
shareholders.’The mission of the firm is‘ making what matters better, being
together.’(Murawski & Dieker, 2013).
The strategic planning of Tesco has its own process that holds the direction of
business in a bid to stay in a competitive position in the retail sector in the UK. Tesco keeps
its direction aligned with the consistent search for business excellence by providing
S 18011063 Developing Strategic Management and Leadership Skills Semester1 MBA B1 | Zikura International college 3

maximum satisfaction to the people the firm works with. Customers, employees, community
members, and the environment are most important and a constant effort of keeping them
satisfied comprises the business direction. The firm feels that the business functionalities are
the basis of better performance and this could be ensured by adhering to the vision and the
mission propelled by a strategic direction.
A discussion regarding some moves undertaken by Tesco will render this report
more analytical in terms of understanding the business direction and nature along with the
scope of business. Tesco’s thought for customers, employees and communities mirror in its
business philosophy that in turn influences the direction of business to remain within the
framework of the business objectives. The firm defines its philosophy as ‘Every Little Helps’
for customers so that they get seamless shopping experiences. It holds a better commitment to
customers and the community by ensuring environmental sustainability. Day (2013), stated
that commitment to customers and the community becomes more defined when the
environment is taken care of. This opinion has symmetrical justification for Tesco since the
firm opened its supermarket known as a zero carbon retail chain in Ramsey of
Cambridgeshire and was conferred green retailer in annual grocer gold award held in 2012.
Tesco has slipped from its numerousUNO position in the retail sector in the UK, but still has
a dominating position in support of its consistent growth in mission with the help of the core
business of retail (Day, GU& Sammons, 2016). In this regard, multichannel customer service
by the firm focused on ‘Click and collect service’.
Tesco’s strategic direction leads the business towards growth based on the
foundations of innovation and customers’ satisfaction. Tesco formulated department based
strategies to interrelate every strategic move with core business values. While the direction of
the firm is aligned with a search for continuous excellence in the retail sector in the UK, the
performance of employees is never undervalued and key performance indicators help the firm
to ensure better evaluation of performance. Scholars like Breevaart, Bakker, Demerouti &
Derks (2016), always stressed on motivating the boosting factors rather than limiting the
focus on employees in the performance segment. This is somewhat opposed by Shapira-
Lishchinsky & Levy-Gazenfrantz, (2015), as it was suggested that employees are made to be
aware of the kind of business and firm they are associated with and this causes motivation
from within, leading them to offer better performance and this follows better evaluation to
enable the firm to judge the employee satisfaction level. Community focused business of
S 18011063 Developing Strategic Management and Leadership Skills Semester1 MBA B1 | Zikura International college 4