Management and Organizational Analysis of Tesco

This article provides a detailed analysis of the management and organizational structure of Tesco, the largest retailer in the UK domestic market. It covers Mintzberg's configurations, Morgan's metaphor model, system theory, and management approaches. The article also includes recommendations and strengths and weaknesses of the company. Students can find study material, solved assignments, essays, and dissertations on Desklib.

Running Head: Management and Organizational Analysis
Management and Organizational Analysis
TESCO

Management and Organizational Analysis 1
Contents
Introduction.................................................................................................................................................2
Brief Overview.............................................................................................................................................2
Structure of Tesco.......................................................................................................................................3
Mintzberg’s Configurations.........................................................................................................................3
Morgan’s Metaphor Model.........................................................................................................................5
System Theory.............................................................................................................................................6
Management Approaches...........................................................................................................................7
Competing Value Framework......................................................................................................................8
Managing Across Cultures.........................................................................................................................10
Senge’s Five Disciplines.............................................................................................................................11
Theory v/s Practice and Strengths and Weaknesses.................................................................................12
Recommendations.....................................................................................................................................14
Conclusion.................................................................................................................................................15
References.................................................................................................................................................16
Appendix...................................................................................................................................................22
Multifactor Leadership Questionnaire...................................................................................................22
Organizational Audit..............................................................................................................................24

Management and Organizational Analysis 2
Introduction
TESCO is the biggest and the leading supermarkets which sells a variety of food line. The food
provided is fresh and local. This is more practical according to TESCO and it is of great value in
UK and the city centers. It also provides its customers with nonfood lines such as electronics and
stationary etc. It also includes a few of the seasonal things such as garden furniture. With having
360,000 employees worldwide, the major employer sector is covered by TESCO in UK. 86% of
the sales is done from UK only(Tesco, 2018). Variety of Tesco stores from the local Tesco
express to having large Tesco superstores, this organization in total operates in 12 countries
outside of the UK. The countries include China, Japan and Turkey too. The organization was
also opened in United States but very late. This was called to be an international expansion of the
company to grow the business in the international market. In Thailand, there are floating markets
from where people buy goods. The produce is not packaged there. There is a rewards system
started by Tesco for the customers too where the customers get 1% of the total purchase. A
voucher is made for this reward which can be used by the customers in various ways. The major
part of the group sales in UK is done by Tesco with the entire percentage of 70 of the group
sales. There are a total of 2,200 stores in UK only(tesco, 2018). During the recession times,
Tesco learned that people want more value for their money and the customers will never any
compromise in the quality of the product. Tesco then designed strategies like Club card, a loyalty
program which helped the organization to understand its customers in a better way.
Brief Overview
In the year 1919, Tesco was founded by Jack Cohen. It has made an immense amount of growth
and success in the field of grocery selling and merchandising chain. In today’s world, it is the
largest retailer in the UK domestic market(Clark & Chan, 2014). It has acquired a market share
in which the profit exceeds 2 billion pounds. At first, the organization made itself an expert in
food and drink chain and later it diverted its way towards different areas such as financial
services, insurance, clothing, electronics and others. The leaders of Tesco define the values of
Tesco as the kind of help they can do for their customers and in any way possible. They also

Management and Organizational Analysis 3
always look forward to be loyal to their customers. The company believes in working hard to
make its buyers happy as well as act sensibly with its employees too. They also believe in
respecting each and every employee of the company. The market strategy to attract the
customers all throughout the year is to sell great quality of products at affordable prices and the
products should be of huge variety. It aims to produce outstanding value and provide its
customers with the good they need or want. To create such values, social and environmental
challenges should be taken care of by Tesco(Theguardian, 2018).
Structure of Tesco
Tesco’s structure is simplest but it has a high amount of labor force under its belt. This company
has found out the efficient ways of task completion or any business activity. It has that
advancement that a company should have in terms of technology. This technology minimizes the
human error(Michael, 2017). For e.g.: Delivery schedules or in stock ordering etc. Tesco has
given the independence to the staff and they get most of the responsibilities too while helping the
customers. The Tesco culture is deeply enhanced with great values and beliefs. Culture of Tesco
is the behavior which results when the groups have to work together on a set of rules that are
implicit and unrecorded. Tesco leaders show friendly approach and supporting behavior every
day with the staff members and even to the people outside the organization. Monitoring of the
staff and manager’s decision is done constantly by the management(Dudovskiy, 2016).
Mintzberg’s Configurations
There are five parts of the configurations in Henry Mintzberg’s model. These configurations are
done below in terms of the Tesco Company.

Management and Organizational Analysis 4
Mintzberg's Model
Source: (Management Mania, 2016)
 The Operating Core: This includes all the basic work that is done in the operations and
the output is directly related to goods and services when the organization sells. In Tesco,
the operations are monitored constantly and the operating core is always kept in place in
order to maintain the core operations working(Lunenburg, 2012).
 The Strategic Apex: Strategic Apex includes senior management and leaders who provide
the goals and the mission to the company. They give a sense of purpose to the employees
to work upon. In Tesco, the top management regularly works with their employees and
get ideas from them so that the employees too feel respected and valued.
 Middle Level Managers: This phase is like a sandwich which lies in between the strategic
apex and operating core. People in this phase take the orders from the higher hierarchy
and gives them to the people under them to start working on them. This is a very essential
function is Tesco as leaders have to keep deep knowledge as to what exactly is going on
with the order they have given. This means that the middle level managers have to be
very precise with the lower level people in terms of the orders given(Kumar, 2015).
 Techno structure: This consists of planners, trainers and analysts who do all the
intellectual work. They do function in the advisory capacity as they take orders from the
other parts of the configuration(Ramezani et al., 2011).

Management and Organizational Analysis 5
 Support Staff: In this phase, people do the supporting kind of work. In Tesco, this is
considered to be important as Tesco does not believe in human errors. They make sure
that even the small task is done efficiently.
Morgan’s Metaphor Model
Morgan initiated the idea of the metaphors just for understanding the organization’s obstacles
and issues if any. There are eight metaphors which are discussed below in terms of the
organizational analysis of Tesco.
 Metaphor of Organization as Machine: It consists of the tailored management principles.
This situation occurs when the organization is ruined like machines are ruined. The
metaphor that was adopted was Max Weber’s bureaucracy concepts and principles of
management by Fayol are which consists of regularity, precision, efficiency and speed. In
Tesco, all these are achieved by dividing the tasks into hierarchy and supervision.
Efficiency is guaranteed and the wastages are minimalistic. The culture is maintained
properly and the performance is done in synchronized manner with timely
deadlines(Ortenblad et al., 2016).
 Metaphor of Organization as Organism: In this metaphor, the organisms try and adapt
according to the organization’s environment. The environment is sometimes demanding
which calls for the people who can survive by being the best in the organization. It is
known to be as survival of the fittest. Morgan found out that, for becoming the fittest of
all employees, the organisms need to adapt according to the rules and regulations of the
company. Tesco in itself is the disciplined but it still does not put much pressure on its
employees. Although, without being harsh and putting pressure, the leaders of Tesco
motivate the employees to be open to the challenges and perform better(Lawley, 2001).
 Metaphor of Organization as Brain: When the organization works as a brain, it needs to
become the source of the information and have to understand the theoretical ways of
understanding the work culture. The level of intelligence a brain has and the thoughts it
preserve in itself that it could enable system to organize and evolve when the challenges
arrives in the organization. In Tesco, when any challenge arrives, the CEO of the

Management and Organizational Analysis 6
company too coordinates and controls the department and gets out of it(Cliff & Grant,
2015).
 Metaphor of Organization as Culture: In any organization, the culture of the company is
known to be as the small society which has its own value and beliefs. It can be considered
as the construction of process which permits the employees to analyze the situations in
different ways. Culture of Tesco is flexible and their belief is to support each other in a
way that it helps in increasing the profit of the company as well as helps the staff too.
Tesco’s culture can be considered as the culture which will make the employee believe
that they are values and respected.
 Metaphor of Organization as Political System: People face issues with the office politics
and conflicts within the staff members every now and then. Political activities include
rights and the power, the agendas which are hidden by the top management, back room
deals and party line. Politics is certain in corporate life as it exists in every company be it
small or big. Hence, this metaphor is not of much influence(Engen, 2008).
 Metaphor of Organizations as Psychic Prison: Through psychic prison, the organization
can be viewed as the system which is knotted with its own thoughts and actions.
Obsessions, fear of death, mind traps, narcissism or any other strong emotion takes focus
in this situation. This metaphor helps in coping up with all such situations. This metaphor
is also of no such importance if Tesco case is considered as the employees are usually
supported every now and then anyway(Cornelissen & Kafouros, 2008).
 Metaphor of Organization as Change and Flux: The changes which on goes in an
organization is linked to the metaphor of change and flux. Profound transformation and
change is done when this metaphor is applied. Tesco needs to apply this metaphor to
make some important changes(Itkin & Nagy, 2014).
 Metaphor Organization as Instrument of Domination: This metaphor looks into the matter
in which employees are exploited and make unethical moves for their personal gain. It
also exposes social and ethical dimensions of the organizations(Digha, 2014).
System Theory

Management and Organizational Analysis 7
This theory focuses on the human behavior as the interrelation of the multiple systems. For
issues that occur individually, in organizations or family, societies or in any other system are
involved and they should be considered and understood before assisting any individual. This
theory suggests that all the systems are related to each other and every part influence the other
parts on the whole.
Major applications of this theory are:
 Productive process: The leader should have the idea as t o which product is going out for
delivery and people are getting good services or not. Tesco leaders are well informed as
they communicate constantly with their subordinates.
 Enabling Process: In this mechanism, Tesco control and measure that social
communications they have among within the organization’s parts, with groups,
departments and profit centers.
 Developing process: Growth and development is an important phase as it helps Tesco to
operate as open system even prior to the organization’s capability to work as an open
system(Chikere & Nwoka, 2015).
Management Approaches
There are a few approaches which can be discussed in terms of TESCO.
 Scientific Management Approach: This approach monitors the manufacture process in
any of the organization and the obstacles that come in the cost of production. This
approach helps in reducing the cost of the labor and also helps the company achieve the
stability it should have in the market economically. Tesco adapted to this approach in
order to offer the customers some good quality products at reasonable prices.
 Classical Management Approach: This approach will always promote the structure of
hierarchy in the organization with three categories. The three groups that are made have
their own set of responsibilities and duties. Top management includes the board of
directors and executives who prepare the long-term goals for the organization. Middle

Management and Organizational Analysis 8
level management consists of the managers and the supervisors whose implementation is
required in operations on a daily basis. Final layer includes people who ensure daily basis
work and make sure that the important targets are done on time. In Tesco, also these
things are done in the above explained way(Ferdous, 2016).
 Bureaucratic Approach: This approach is not traditional. This was later introduced and
followed by the companies which want to be extra disciplinary with their employees.
Tesco gives flexibility to the employees and hence, this is not a very applicable approach
in that organization(Sarker & Khan, 2013).
 Human Relations Approach: It is used when the development of human capital needs to
be done in any organization. Huge amount of stress is given to the employees in order to
make them understand their work in detailed way. Tesco does not follow such kind of
approach. This type of approach is followed by companies like Delloitte or Pwc.
 System Approach: In this, the organization is treated like a system. Hence, it has to
provide all types of inputs and controls the external environment of the company. This is
important for Tesco as this approach is used in retail chains which operate in the global
world.
 Contingency Approach: Due to this approach, the management becomes effective as it is
dependent on the factors such as morale, conditions of the market and expertise. It is
relevant for the retail companies like Tesco as the conditions of the market is very
vulnerable in terms of the external environmental factors.
Competing Value Framework

Management and Organizational Analysis 9
Competing Value Framework
Source: (thercfgroup.com, 2018)
Competing value framework is a very important model which is used extensively by the
organizations all over the world in order to do the cultural research. First dimension of value
relates to the focus on organization in terms of the micro analysis or the internal system and the
development of the people to external or macro environment. Second value is related to the
structure of the organization which puts the emphasis on the stability from flexibility. Quinn in
the year 1983 found out that a set of two values which competes are recognized dilemmas in the
organization(Lincoln, 2010).
There are four models of effectiveness in the competing value framework which are also called
four organizational culture types. Cameron and Quinn termed them as four culture types: Clan,
Adhocracy, Market and Hierarchy respectively.
 Clan Culture: This type of culture is completely occupied with shared values and the
goals, the ambience of collective help, empowerment and evolvement of employee. The
founders say that this culture is just defined as the culture of the organization which is
developed by the conditions happened in long history and stable membership. This also

Management and Organizational Analysis
10
can develop in the absence of institutional alternatives and huge interactions with the
members. Tesco also believes in empowering of their employees.
 Adhocracy Culture: This is a kind of temporary institution which can be rejected when
the tasks in the organization are ended and refilled when different tasks emerge. This type
of culture is found in a few industries like filming, space flight, consulting and IT
etc(Botti & Vesci, 2018).
 Market Culture: Market culture will always focus on the environments in which
transactions happen outside of the organization rather than internal organization. The goal
of the company is to earn profits with the help of the competition that occurs in market.
This was founded by Ouchi with the study of market control system.
 Hierarchy Culture: In this type, the structure of the organization is very clear. It had
certain standardized policies and procedures and control. This can be taken as the image
of bureaucracy as defined by Weber in the study of modern organizational management
(Yu & Wu , 2009).
Managing Across Cultures
The culture of the organization can be studied by Hofstede’s Theory of Cultural Dimensions.
Hofstede’s model provides an outline for studying various features of human behavior across
different cultures.
Power Distance: This dimension defines the structure of the company and the attitude for power.
These can be distinguished between two patterns: firms which have clear structure and
distinctions in those who manage the firm and those who are managed by them. And firms in
which flat structure is there where people are more or less equal in designation. It describes
degree with which people accept any one of those two patterns. People, who have larger degrees,
feel easy and comfortable in the hierarchy. People with low power distance wish for equality at
work(Hofstede, 2011).

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11
Individualism: This dimension helps the determining whether people use “I” or “We” in while
talking. Those who prefer “I” are will be responsible for their own welfare. Those who use “We”
will take help from their relatives and burden them.
Uncertainty Avoidance: Degree of risk acceptance is defined by this dimension. If the degree of
uncertainty is high then future is also uncertain. If low then it means free ideas are accepted.
Long-Term V/s Short Term Orientation: It is always reflected in the attitude of the thinker who is
normative. Short term gives results quickly and long term focuses more on the savings and
investment(Rinuastuti et al., 2014).
Tesco uses external recruitment. This results in the competition between the managers about
being potential recruits. The competencies needed in Tesco are universal and this is demanded
by many other organizations. Hence, in some of the situations, it is unethical to use Hofstede’s
model in recruitment in Tesco. Tesco is a good retailer with broad expansion in its food as they
offer wide range of products.
Senge’s Five Disciplines
When any change is happening, Tesco must involve internal and external stakeholders. Peter
Senge’s theory is used for self-checkout machines in Tesco. The theory is explained in five
points:
System Thinking: As a complete organization, Tesco needs to think about it being a system.
Blaming should not be done to others rather Tesco should see how it operates and what is going
wrong. System should be hunted for it. System thinking sort of helps in observing the whole
process in the organization. Sometimes, small things are overlooked by managers. System
thinking enables the managers to see those problems and resolve it(Coto, 2012).
Personal Mastery: This is related to the motivation and to people who are very committed to their
work. Self-motivation should exist in them to achieve change they are looking for. Personal
mastery occurs when a person has clear goals with having the perception of the reality. Creative
vision if the company will have, people will also have clear vision(Zeeman, 2018).

Management and Organizational Analysis
12
Building Shared Vision: The stakeholders, irrespective of being internal and external should
have the shared vision given by Tesco itself for creating a change. Vision can be shared by
having a clear understanding about the change that is needed. The combination of the
organization and individual’s vision can make huge change.
Team Learning: Tesco must be able to provide the stakeholders the opportunity to learn in teams.
Together, people can learn skillful tasks. In this, personal mastery and shared vision are brought
together.
Mental Models: Safe and healthy ambience should be provided by Tesco to its employees so that
they feel comfortable while working. Senge said that, the employees should be able to identify
the vision clearly. Correct understanding will give the company a good development. Successful
companies are those which adapt to new models for fast growth(Cropper, 2018).
Theory v/s Practice and Strengths and Weaknesses
In order to research the gap between the theory and practices, the organizations theories should
be discussed with their weakness and strengths.
Classical Management Theory: In this theory, the management theorists got deep down to study
the best ways for the employees to do their duties nicely(Alireza Nadrifar et al., 2013).
Strength:
 Roots of the organizations are met.
 Management remembers work clearly.
 Behavior can be judged easily by the management.
 Focus on the division of the labor is done.
Weakness:
 This has tough and rigid structure
 Goals are achieved on the expense of human relations.

Management and Organizational Analysis
13
Humanistic Theory: A shift from economist views in terms of the market activities goes into the
direction of the humanistic attitude(Yaya et al., 2016).
Strengths:
 It has a holistic approach hence; it seems like a whole person.
 Many theories treat people like they are components for treating disorders but this thoeyr
state lies from the whole person.
Weaknesses:
 Empirical evidence lacks.
 No comfort in words of the service.
 No relatives and friends of dead person.
Contingency Theory: It all depends upon approach is summarized in this theory. The manager
those who have contingency approach are of flexible approach and they draw diverse theories
and monitor many options to solve the problems(Islam & Hu, 2012).
Strengths:
 Leader Identification: Model founded by Fiedler provides the Organization with methods
for identifying certain group of the best people. The leaders who possess task orientation
are suited best because they define tasks with control and supervise them nicely. While,
leaders with relationship orientation, get their job done by using of the interpersonal
skills. They can deal with the problems while they take decisions.
 Flexibility: Model is flexible enough that it fits to all the leaders and people in group
relationships.
 Perspective: It provides huge number of factors which might change the management for
improving efficiency.
Weakness:

Management and Organizational Analysis
14
 Leader power: The power of position is basic when it comes to the rewards or
punishments in order to give performance whether good or bad. The more power a leader
possess, the good the situation is.
All these theories are good enough to be performed in any kind of organization. Theories have a
few weaknesses but still theories provide good enough understanding of the organization, its
structure and people.
Recommendations
1. The culture of Tesco is Multi cultural and rich yet it needs to develop a proper set of
groups within the employees so that certain set of values could be created and new beliefs
can be organized between the employees and the whole company. This will give a good
understanding of the culture which is desired by the company and will make the
employees sincere in order to bring that culture in Tesco.
2. Every norm should be told to the Tesco employees as this helps in carrying forward the
culture of the organization by the people of the company. The employees will be more
committed if they know all the norms. Whatever changes are expected by the company
will be done effectively in this case.
3. Tesco works on two types of structures which is very different from any other
organization. Yet there is a need to change the physical structure in order to align it with
the culture of the organization(Asiedu, 2016).
4. The approach towards the employees needs to be changed a little in terms of rewards and
recognition. By changing this approach, the behavior of the employees can be changed
and at last, culture of the organization will also be changed accordingly if the employees
are motivated and happy.
5. Work systems should regularly be viewed in order to review employee promotions. This
reviewing should also bring new changes in the performance of the management and
even in recruiting of the employees. Desired culture can also be brought by doing this
(Yusufzai, 2018).

Management and Organizational Analysis
15
Conclusion
This report focuses on the company named Tesco. This is the company which is big enough that
it makes the good profit every year by working in sync with its employees. The organizations
structure of Tesco is discussed which informs that this company has a flexible working structure
for all its employees, though Tesco needs to make a few changes in the culture and those changes
are discussed in recommendations section above. This report also put an emphasis on the
Hofstede’s culture and Senge’s five principles for Tesco. With the help of the Mintzberg’s model
and Morgan’s metaphors, the organizational culture and structure is learned in the more detailed
way. Overall, the learning outcome of this report is that Tesco is a good company as its gives its
employees the type of flexibility they look for. It does not follow a very strict culture yet the
results from the employees are good and profitable. Due to this culture and structure, it has made
its mark worldwide.

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16
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Appendix
Multifactor Leadership Questionnaire
INSTRUCTIONS: This questionnaire provides a description of your leadership style. Twenty‐
one descriptive statements are listed below. Judge how frequently each statement fits you. The w
ord others may mean your followers, clients, or group members.
KEY: 0 ‐ Not at all 1 ‐ Once in a while 2 = Sometimes
3 = fairly often 4 = frequently, if not always
1. I make others feel good to be around me................................................................... 0 1 2 3 4
2. I express with a few simple words what we could and should do............................. 0 1 2 3 4
3. I enable others to think about old problems in new ways.......................................... 0 1 2 3 4
4. I help others develop themselves............................................................................... 0 1 2 3 4
5. I tell others what to do if they want to be rewarded for their work........................... 0 1 2 3 4
6. I am satisfied when others meet agreed‐upon standards............................................ 0 1 2 3 4
7. I am content to let others continue working in the same ways always. .................... 0 1 2 3 4
8. Others have complete faith in me............................................................................... 0 1 2 3 4
9. I provide appealing images about what we can do....................................................
.
0 1 2 3 4
10. I provide others with new ways of looking at puzzling things. ................................
.
0 1 2 3 4
11. I let others know how I think they are doing. ........................................................... 0 1 2 3 4
12. I provide recognition/rewards when others reach their goals.................................... 0 1 2 3 4
13. As long as things are working, I do not try to change anything. ............................... 0 1 2 3 4
14. Whatever others want to do is OK with me............................................................ 0 1 2 3 4
15. Others are proud to be associated with me. ............................................................... 0 1 2 3 4
16. I help others find meaning in their work. .................................................................. 0 1 2 3 4
17. I get others to rethink ideas that they had never questioned before........................... 0 1 2 3 4
18. I give personal attention to others who seem rejected............................................... 0 1 2 3 4

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19. I call attention to what others can get for what they accomplish............................... 0 1 2 3 4
20. I tell others the standards they have to know to carry out their work. ...................... 0 1 2 3 4
21. I ask no more of others than what is absolutely essential.......................................... 0 1 2 3 4
NOTE: The answers are in BOLD/Highlighted.
SCORING
The MLQ‐6S measures your leadership on seven factors related to transformational leadership.
Your score for each factor is determined by summing three specified items on the questionnaire.
For example, to determine your score for factor 1, Idealized influence,
sum your responses for items 1, 8, and 15. Complete this procedure for all seven factors. TOTAL
Idealized influence (items 1, 8, and 15) 9 (Factor 1)
Inspirational motivation (items 2, 9, and 16) 8 (Factor 2)
Intellectual stimulation (items 3, 10, and 17) 10 (Factor 3)
Individual consideration (items 4, 11, and 18) 11 (Factor 4)
Contingent reward (items 5, 12, and 19) 9 (Factor 5)
Management‐by‐exception (items 6, 13, and 20
)
7 (Factor 6)
Laissez‐faire leadership (items 7, 14, and 21) 6 (Factor 7)
Score range: HIGH = 9-12, MODERATE = 5-8, LOW = 0-4
Factor 1:
IDEALIZED INFLUENCE indicates whether you hold subordinates’ trust,
maintain their faith and respect, show dedication to them, appeal to their hopes and reams,
and act as their role model
Factor 2:
INSPIRATIONAL MOTIVATION measures the degree to which you provide a
vision, use appropriate symbols and images to help others focus on their work, and try to
make others feel their work is significant.

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Factor 3 :
INTELLECTUAL STIMULATION shows the degree to which you encourage others
to be creative in looking at old problems in new ways, create an environment that is
tolerant of seemingly extreme positions, and nurture people to question their own values
and beliefs of those of the organization.
Factor 4 – INDIVIDUALIZED CONSIDERATION indicates the degree to which you show
interest in others’ well‐being, assign projects individually, and pay attention to those who
seem less involved in the group.
Factor 5 – CONTINGENT REWARD shows the degree to which you tell others what to do in
order to be rewarded, emphasize what you expect from them, and recognize their
accomplishments.
Factor 6 – MANAGEMENT‐BY‐EXCEPTION assesses whether you tell others the job require
ments, are content with standard performance, and are a believer in “if it isn’t broke, don’t fix it.
” Factor 7 – LAISSEZ‐
FAIRE measures whether you require little of others, are content to let things ride, and let others
do their own thing.
Organizational Audit
This questionnaire studies organizational character. You can assess a unit, site, company or non -
commercial organization. Everyone filling out the questionnaire must write a brief but
unmistakable definition of the organization being studied in the box below:
This statement is true 3 points
This statement is partly true 2 points
This statement is untrue 0 points
ITEMS Points

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1.The organization is directly controlled by one person
Tesco has great culture. Please work in coordination. The CEO and other Board of
Directors meet on a quarterly basis but the rest of the leadership team works together.
2. The organization is controlled through an elaborate hierarchy
The company is managed by the whole team of Tesco. Be it the managers or leadership
or employees too.
3. Management tends to be fairly weak because the organization is ruled by largely
independent professionals
Management is strong because there are no independent professionals at the
management. The shareholders themselves framed by professional staff in the various
departments have complete control of the strategy and the execution thereof.
4. This organization operates as a headquarters and allows operating units a good deal of
freedom; provided they perform well.
Company has many branches and is controlled nicely at every branch.
5. The work requires so much creativity that 'experts' must get together to decide how
thing s will be done.
It does not require specialized personnel in the administration the individual responsible
departments since the products are not unique. These are food products. But the quality
sure is checked.
6. The organization is always reorganizing to suit different projects
The company management is flexible enough to be able to plan and implement various
programs in its favor
7. The organization has a number of self-contained divisions
It has several division as Tesco has food line as well as other services too like clothing
and electronics.
8. There are ' professionals' at every level who make the most of their own decisions
Though there are so many managers and leaders yet the decisions are made
collaboratively.
9. There are formal rules and regulations governing almost all eventualities
The culture is flexible but in UAE, there are some disciplines followed as per the rules
of the government.

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10. The owner or chief executive personally makes all of the key decisions
The policies are made by the higher authorities in Tesco. Major decisions only.
11. There is one 'boss' who drives the whole organization to respond quickly to changes
in the environment
It is a company with complete management. It is also quite flexible in decisions as
shareholders and managers, and in a lean Board.
12. Comprehensive and formal planning takes place before changes in work
organization are made
In case of urgent situations, proper planning needed otherwise Tesco is well organized.
13. The majority of employees must be qualified in a 'profession' or ‘craft’.
Employees and managers are many different specialties.
14. The primary task of the top management team is to supervise the performance of
subsidiary units or divisions.
And define objectives and strategies with employees.
15. Re organization takes place frequently to maintain flexibility and creativity
Reorganization take place only when required.
16. Co-ordination takes place through an enormous amount of informal teamwork at
every level.
Coordination starts from the sections that are well aware of the procedures. The
teamwork required to complete the daily operations.
17. Providing the perform well, the divisions in this organization are subject to little
day-to-day interference
With a view to better and more efficient functioning of the individual parts belong to an
organized and systematic monitoring individual tasks and processes.
18. Many situations occur when the decisions about what should be done are taken by
qualified people on the spot.
The decisions taken by management after hearing the opinion of the staff or team.
Individual proposals made by the sections that are more specific to the procedures. But
the final decision taken by the management.
19. Much of the work requires performing routine tasks time and time again
Most of the daily work has specific procedures, most often repetitive, routine.

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20. AU important decisions are made by one person
Only Major decisions taken by the Board and executed by the CEO
21. This organization is greatly affected by the individuality of the overall boss
There is no individuality owner boss. It is a company with integrated management
processes. The shareholders (more than 1 person) and the Board confirms the above.
22. There are many elaborate systems to control precisely what goes on throughout the
organization
The organizational chart of the company and its operating procedures are documented in
the quality system.
23. As most people are professionally qualified, they take responsibility for their own
work
Each employee is responsible for the department where belongs. And the responsibility
stops where begins the responsibility of another department start. And in his
proportionate share based on his expertise for the responsibility.
24. The whole organization is made up of several separate units, each having a
recognizable identity
The whole organization of Tesco is depicted in the organization chart and with clear
responsibilities and each group (sections) a specific job description
25. Specialist teams, who understand the problems, are given a great deal of authority.
There are sections that coordinators have specials responsibilities.
26. Management strives to give enough freedom for expert teams to be genuinely
creative
The administration gives the framework and does not limit the responsibility of each
section, freedom to be creative, but the final decisions taken by the higher authority.
27. Senior managers in the operating units are controlled by strict measures of
performance from headquarters.
The system itself has the control and observation procedures of each department. Hence
no need of strict measures.
28. Work requires that individual professionals carefully assess each situation and
decide how to act.
The daily work required to comply with the procedures of each department. There may

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be individual assessments of any member of the system
29. Work is largely routine and broken down into predictable elements.
The bulk of the work is routine. And it's predictable and managed at every level of it
30. There is no doubt that power is centralized into one pair of hands.
Power is always in the hands of the owners or CEO etc people. But Tesco provides
flexibility in values and culture both. Hence, managers can also take decisions.
31. The owner or top manager insists that he / she knows what is going on all the time.
There is not one owner. The board in which make strategies and policies.
32. Supervisors are tightly controlled by routine systems and procedures
No strict actions required as the employees work properly and satisfactorily in Tesco.
33. Many of the people who work in this organization must have professional
qualification
There are some food sellers too. This job does not necessarily require everyone to be
professional but yes some people should be professionals.
34. A great deal of the day-to-day power is delegated to the top management teams of
the operating units
Everyday each section has its own process. The administration through the interim
segments can be diligent in the daily schedule. Goals and strategies are achieved by
sections.
35. It is quite common for people to report to two bosses.
It is a company with integrated management processes. Hence, no one or two bosses.
36. Because of the fluid structure, this organization is capable of being truly innovative
and creative.
The structure is robust and able to create and innovate ideas. There is research and
development department.
37. This organization has several largely independent divisions or units
The structure is independent and dependent both as the major product is food and
groceries for Tesco.
38. Since much of the work is done by independent professionals, there is little need for
direct supervision
Besides outsourcing sections (eg security) There are no other independent professionals.

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So specific contracts define the employment relationship.
39. A great deal of work study is used to establish how work should be done.
The job description of each position is defined and circumscribed by the quality system.
Any changes needed are defined by the administration to the sections.
40. In practice, everyone is directly supervised by the overall boss
Employees are supervised by their managers and leaders. Not every small decision is
taken by CEO or Board of Directors.