Organisational Behaviour: Culture, Power, and Motivation in Tesco

This study material explores the influence of culture, power, and politics on individuals and teams in Tesco. It discusses the importance of maintaining a positive work culture and managing power effectively. The material also covers motivational theories and techniques used by the company to motivate its employees. Additionally, it examines the effective and ineffective impact on the organization. Overall, it provides insights into organizational behavior in the context of Tesco.

UNIT 12 -
ORGANISATIONAL
BEHAVIOUR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
LO1..................................................................................................................................................3
P1 Organizational culture, politics andpower..............................................................................3
LO2..................................................................................................................................................6
P2 Motivational theories and techniques.....................................................................................6
LO3..................................................................................................................................................9
P3. Effective and ineffective impact on organisation..................................................................9
LO4................................................................................................................................................12
P4. Concept and Philosophies of organisation behaviour.........................................................12
CONCLUSION..............................................................................................................................14
REFERENCES..............................................................................................................................15

INTRODUCTION
Organizational behaviour is the study of group in an organization so that there is going to
be effective decisions and functioning which can take place in an organization. Tesco is
operating in the market since 1919 in the retailing industry which is having its headquarters in
London, United Kingdom. The company is having more than 450,000 employees working in the
organization and the net income of the organization is £1.320 billion as of 2019. The report
consists of influence of politics, culture and power in an organization on individuals as well as
team. There has to be effective team work which needs to be present in an organization so that
the objectives and goals can be achieved. There is also going to be a discussion on philosophies
and concepts in business in different context in order to compete in the market effectively.
LO1
P1 Organizational culture, politics andpower
Organizational these all aspects like; culture, power and politics highly affects to
performance and behaviour of individual and teams. In this situation, there are management of
Tesco have to take quick actions towards systematically monitor and control these all aspects,
because this is very necessary to positively affect behaviour and performance of all existing
people of the workplace (Lawrence,2018). These all three major aspects of Tesco’s business
environment have been discussed below;
CULTURE
Organisational culture highly affects to an employee’s performance and productivity.
Basically, when upper management of Tesco maintain positive culture in the workplace, then it
can simply positively affect its individuals and teams. On the other side, negative work culture
can badly affect to productivity of people, and this is the main reason that upper management
should always maintain an effective within its organizational culture. Handy’s culture model has
been used below for properly analysing the work culture of Tesco.
Handy’s Culture Model

This model first introduced by Charles Handy, who was basically philosopher of
organizational behaviour. According to Mr. Charles, there are basically four types of cultures
exists in any company’s business environment, in which these all four types of cultures has been
discussed below in the context of Tesco.
Power culture:According to Handy’s power culture, upper management of Tesco have to
properly manage its power culture, because power of people within the organization highly
affects individuals and team’s performance and productivity (Marazanye, 2017). Upper
management need ensure that all people are using their power in ethical way or not. This is very
necessary to maintain an effectiveness within work culture of Tesco.
Task culture:Task culture also highly affects to people’s performance and productivity in the
workplace. Charles Handy said that, upper management of each company have to give different
tasks to their employees or teams to make them busy in the workplace, because when employees
will be focused on completing any task, then company’s overall productivity can be
automatically increased in the market place.
Role culture:According to Handy’s culture model, role culture of Tesco also affects performance
and behaviour of people. In this situation, upper management of company has highly required to
provide various roles to their employees as well as teams to play in the workplace. This culture
enables to company for taking lots of productive work from all employees.
Person culture:Person culture mainly put too much impact on behaviour and performance of all
employees and teams in the workplace. Mr. Handy said that, each person or employee always
requires some respect and appreciation in while working in the workplace from its seniors, in
which upper management of Tesco should always value and respect its individuals and teams for
positively affecting performance and behaviour of all people in the workplace.
POWER
Power aspect of organisation also highly affects to people’s performance and productivity
in the workplace (Sharman, 2018). In this situation, upper management of Tesco have to ensure
that, all people are using their power in proper way or not. Many times, various managers and
leaders uses their power is very unethical manner, in which this factor negatively affect to

performance and productivity of all employees. There are French and Raven’s model of power
has been used below in order to properly understand the power aspect of Tesco.
French and Raven’s Power Model
This model was developed by French and Raven, in which by using this model, upper
management of Tesco can simply manage its power aspects in the workplace. According to
French and Raven, there are mainly five types of powers exists in the workplace of an
organisation, in which all five power of Tesco has been discussed below;
Coercive power:Coercive power is very helpful power of different managers and leaders of the
company for maintaining an effectiveness in the workplace. Basically, this power enables to
managers and leaders of Tesco for punishing such employees in the workplace who has negative
motivation and who always tries to negatively impact different operations of company by their
unethical practices.
Reward power:Reward is one of the major powers to upper management and leaders of Tesco
for positively affecting behaviour and performance of different employees and teams
(Sweeney,2017). Upper management and line managers mainly have this reward power which
they have used for rewarding and appreciating their employees in the workplace when they have
performed very well in the workplace.
Legitimate Power:Legitimate power is very helpful for different managers and leaders in the
workplace. Basically, this power is given by top-level management of Tesco to its line managers
and leaders for working in the social welfare, in which this power motivates to leaders and
managers for working in well-being of employees and teams.
Referent Power:Referent power helps to upper management of company for perfectly
monitoring, controlling and commanding different people and teams within the workplace.
Basically, this power enables to top-level management to order its various functional
departments and teams about properly conduct different operations in the workplace.
Expert Power:Expert is another major type of power which generally enables to people for
commanding different people of organisation. Top-level management of Tesco always provides
this power to that person the workplace who really has an expert of any area.

POLITICS
Politics is another major aspect in the Tesco which is considered as informal and
unethical practice of organisations. Basically, politics is an informal way of commanding people
in the workplace for taking person advantages and benefits. Upper management of Tesco always
tries to avoid politics in the workplace, and this is the main reason that it has created a strict rule
for stopping the practice of politics in the work culture. For example; management of Tesco
directly terminates those people in workplace who has conducted politics in daily operations of
business (Wilcox,2016). This is really an effective step of upper management for avoiding
politics aspect in daily operations.
Politics basically promotes unethical practices in business, because each person in
workplace conduct politics for taking personal advantages. Mostly politics very negatively affect
to performance and behaviour of employees and teams in business environment, and this is the
main reason that upper management at Tesco should always take steps towards stopping politics
in daily business activities.
Recommendations
Top-level management of Tesco have to ensure that it’s all employees are using their
power in proper way or not. On the other side, it should be aggressive for terminating such
employees in the workplace who promotes politics in the workplace, because politics always
negatively affect to performance and productivity of all teams and individuals.
LO2
P2 Motivational theories and techniques
Top-level management of Tesco has always required to consider motivational theories
and techniques in the workplace, because these theories are very helpful in order to effectively
motivate different people in the workplace (Fund, 2016). There are commonly two types of
motivational theories has used by organisations in market place called; process and content, in
which both theories have been discussed below;
CONTENT THEORY

Currently Malow’s hierarchy of needs, Alderfer’s ERG theory of needs and McClelland’s
theory of needs etc. are major content theories of motivation, in which Maslow’s theory of
motivation has been used below.
Maslow’s hierarchy of needs
This is one of the major theories of motivation which currently used by many companies
and businesses in market place. This theory was basically first introduced by Graham Maslow in
year 1950, in which he was discussed about five major needs of humans which has motivated
them for working hard. All five need of Maslow has been discussed below;
Physiological needs: Physiological needs are basically such needs of humans which enables
them for easily surviving in daily lives. Currently food, clothes, water, air etc. are some major
physiological needs of humans, in which upper management of Tesco can motivate its
employees on the basis of these needs. For example; it can motivate to employees for working
hard to easily fulfil these all needs (Guo and et.al., 2019).
Safety needs: Safety needs are such needs of humans which motivates them for living in that
zone which is completely safe and secure to them. Basically, each person always like to work in
the safe and secure workplace, so upper management of company can motivate its employees
and teams by offering them a safe and secure workplace.
Social belonging: Social belongingness also highly motivates to people in daily lives. Basically,
each person wants to make new relations, friends etc. in which by considering these needs of
Maslow’s theory, Tesco can simply motivate its employees.
Self-esteem: Self-esteem needs are generally those needs which motivates to employees of a
company for working hard or performing very well in the workplace. In this situation, upper
management should reward and appreciate its employees to increase their levels of dignity.
Self-actualization: Self-actualization needs are final needs under the Maslow’s theory of
motivation (Nyame-Asiamahand Ghulam, 2019). Basically, these needs can be used by the
Tesco’ s management for improving efficiency and productivity of all employees.
PROCESS THEORY

Vroom’s expectancy theory, Adam’s equity theory and Locke’s goal setting theory are
some major process theories of motivation, in which Vroom theory of motivation has been
discussed below;
Vroom theory of motivation
This is one of major process theory which currently used by many companies, in which
theory generally discusses three major aspects of motivation (Schjoedt and Shaver, 2020).
Give reward that individuals value
Upper management of Tesco need to give reward and appreciation to all employees in the
workplace, because this is the best way to value employees and workers. This step contributes in
motivating employees.
Set achievable objectives for individuals
The management can set different objectivesto all employees, and after taking this step, it
can simply motivate its people and employees in the workplace, because employees will be
motivated to achieve set objectives.
Provide promised rewards
The management can consider this last aspect of Vroom theory as well (Kotler,2019).
Basically, upper management have to promise its employees for reward to motivate them in the
workplace.
Evaluation of relationship between culture, motivation, power, politics
There is culture, politic, power and motivation completely interrelate with each other.
However, upper management of Tesco always put its huge efforts for managing these all aspects
in positive way. These all aspects always affect employees and teams’ behaviours and
performance in the workplace in both manners, negatively and positively, in which upper
management of company have to take steps towards always positively affecting performance and
productivity of all employees and teams. After having positive behaviours and performance of all
employees, this business can simply gain huge success in the future.

LO3
P3. Effective and ineffective impact on organisation
Globalization of company needs effective team that can work together and support each
other for accomplishing goal. Ineffective create number of challenges for the organisation and
effected its growth. Tesco management emphasizes on building a team that can focused on aim
and contribute jointly in success of firm and for that firm apply various kind of team framing
theories and model.
Effective team Ineffective team
Underlying goals In this management of organisation set
different types of objectives for the
workers and they follow it dedicatedly. It
helps firm in achieving higher target on
time and increase market share in
changing business.
Management didn’t make aims which leads
to create confusion among member and
hence time of work increased. It also
effects on quality of work as people are
focusing on achieving self goals which
effect on globalization of business.
Member Contributions People highly participate in different task
and target to achieve objectives together
with innovative ideas and creativity and
contribute high in achieving it which
positively impact on growth of the firm.
All people add some idea at workplace to
perform efficiently and complete work
timely.
Seniors leaders and Management dominate
decision on junior and also lower level
workers take very less interest in
contribution something new or innovative
which hampered growth of the firm.
Manager’s less interest to involve workers
in task management leaders to isolation of
workers and hence effect on growth of the
organisation
Listening In this workforce try to understand each
other by listen effectively and according
to reply which increase mutual respect as
well work can be done in right way and
on time. There are number of confusion
related to every task but senior authority
explain clearly and encourage workers to
share everything with each other that are
missed and hence able to improves
efficiency, quality and productivity of
In this new ideas are not welcome as
people do not try to understand each other
and hence it effect on performance and
negative effect on growth of the firm.
Because of poor communication project
and process of work delay and firm not
able to achieve goals on time and hence
decrease market share of the company.

work.
Conflict Resolution There are very few chances of conflict at
workplace as people respect each other
and remain open discussion. However,
workplace difference increase then
leaders participate and joint conversation
will between employees and hence able to
decrease chances of confusion.
Large number of difference become barrier
in open discussion and hence people hatred
each other which create confusion among
team and hence effect on work quality and
productivity. Senior leaders try to dominate
decisions and employees remain out of it
which again raises chances of workplace
war.
Decision Making Decisions are taken by taking opinion of
all and hence perfection increases.
Employees are agreement as well as
involvement more important in it which
effect on loyalty of them and decrease
chances of talented & skilled workforce
migration.
Management and leaders take majority of
organisation decision and employees
remain out of it and hence decrease their
difference which effect on their
performance. Domination in it leads to
increase employee’s turnover of the firm.
Leadership Leaders remain inspiration and follow
democratic or transformative leadership
style at workplace and hence inspire
others. Workers get higher autonomy
which increase innovation and creativity
at workplace.
Domination leaders follow autocratic
leadership style and hence most of time
workers become slave in it
Tuckman Team development theory
Tuckman theory was postulated by Bruce Tuckman in 1965 and explains stage in which
team developed by management or leaders. Management of Tesco apply it at workplace and
hence able to build effective which increase market share of the firm in changing business.
Forming
In the beginning senior management of the firm select various kind people that are
suitable for performing task and achieving goals on time. In this workers are polite as well as
pleasant to each other. Project goals, time, rulers etc. are framed by leaders and according to skill
workforce are set in team. Employees feel excited that they are about to do something new and

try to encourage each other for it. However, it focused on worker rather than work and hence
group not productive yet (Crunk, 2018).
Storming Stage
This stage creates differences if management did not tackle it properly. Work load
increase and on the opposite side individualistic approach can be increase that can effect on
growth of the firm. Opinion and suggestion might clashes and hence effect on quality, efficiency
and productivity of work. Most of team pass this phase but if conflict remain then it impact on
work. It becomes important for leaders to manage this stage cleverly and try to resolve problems
quickly.
Norming Stage
This becomes one of the significant stages as people again start socializing and
interacting with each other and hence difference can be overcome. Sharing opinion and ideas
leads to increase innovation and creativity at workplace. Admiration for each other and joint
contribution increase quality, efficiency and productivity of work. In this task are divided and
confusion will be clear effectively which help in gaining competitive advantage.
Performing Stage
After reaching this stage organisation success confirmed and team highly effective and
efficient to accomplish goals. Supervision and monitoring less needed and senior authority use
democratic or transformative leadership style and hence more autonomy given to workers as well
as allow them in decision making of firm. It increases innovation and creativity of employees.
Many of teams fails to come in this stage because of poor management and differences that
created in early stages.
Adjourning Stage
This is last phase which was later added by Tuckman and in this people come closer to
each other and cheer up for success of the project. It also decreases their difference and can be
easily ready for next time and high motivation as well as confidence builds. It helps firm to

allocate team for next work and increase efficiency, quality and productivity contribute in
achieving higher target on time.
LO4
P4. Concept and Philosophies of organisation behaviour
Path Goal Theory
It emphasizes on contingency approach and developed by Martin Evans & Robert house.
It speaks that leader’s responsibility is to provide all necessary data, support and material related
to work so that employees able to achieve higher target on time and firm profit share can be
increased. Path goal refer to way that was will created by leaders and following it goals can be
achieved by workforce.
Directive leadership
Management provides procedure of work and expect employees to follow it properly so
that confusion cannot become barrier in growth of the firm. They also explain the way which has
to be following during work. It decreases chances of ambiguity of work and clear goals help in
achieving higher target on time. Management closely supervised working by following this
leadership and it can highly suitable for new candidate or inexperienced workers. Guidance as
well as motivation from leaders help employees by decreasing workload and firm able to
decrease retention rate (Phillips and Phillips, 2016).
Achievement oriented
In this leadership style the top managers and leaders have to concentrate on
encouragement of excellence by setting challenging goals. All the workers and staff are
motivated to undertake their productivity level to higher degrees while the leaders have trust
upon the competencies and abilities of the workers in handling this. The leaders keep the team
motivated in getting achievements of the highest levels and ensures all goals and targets are
attained and even display excitement for motivating employees. For such type of leadership
style, employees that are competent in problem-solving and can work with targets and
independently are suited for this management.

Participative
In this type of management and leadership, the leaders tend to motivate their employees
by increasing employee engagement activities and including workers of all levels in the decision-
making and consult them in setting targets and objectives. This management styles makes
employees a part of the organisation and they start acting more loyally and exert more efforts in
improving their performance. Employees who are specialised in specific work or fields tend to
get benefitted from this leadership style.

CONCLUSION
From the above report it can be concluded that businesses in the market need to
understand the importance of internal environment and functioning so that there is going to be
effective functioning which is going to be present. Politics, power and culture in an organization
need to be improved and paid attention to so that the business will be able to take the right
measures and planning according can take place. Employees are the backbone of the
organization therefore it is very important for the company to be able to make the right decisions
and also make the placing of the company effective so that there are going to be higher
outcomes.

REFERENCES
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