Analysing Organisational Behaviour at TESCO: A Detailed Report

This report provides a comprehensive analysis of organisational behaviour within TESCO, a multinational grocery retailer. It explores the influence of culture, power, and politics on employee performance, examining Handy's culture typology and Hofstede's cultural dimensions. The report delves into content and process motivational theories, including Maslow's hierarchy of needs and Vroom's expectancy theory, assessing their application within TESCO. It also differentiates between effective and ineffective teams, highlighting their impact on achieving organisational goals. The report emphasizes the role of HR management in fostering a positive work environment and managing workplace issues. Overall, it offers insights into how various organisational behaviour concepts can be applied to manage situations effectively within TESCO.

Organisational Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1............................................................................................................................................1
TASK 2............................................................................................................................................5
P2............................................................................................................................................5
TASK 3............................................................................................................................................7
P3............................................................................................................................................7
TASK 4............................................................................................................................................9
P4............................................................................................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Organisational behaviour refers to the collaborative study of person's performance and
business activities which are executed in the company. It also evaluates human behaviour at
work place and its influence on the performance, leadership, job structure, communication,
motivation etc. The evaluation also helps company in finding out issues and other obstacles
which influences performance of employees that directly impacts upon attainment in
organisational goals and objectives (Barbaranelli and et. al., 2019). The present project is based
on TESCO, a large scale grocery retailers which offers its products and services at international
market place. TESCO is UK based multinational company which was incorporated in the year
1919. Present report will analyse influence of power, politics and culture over performance as
well as productivity of employees. It will also explain both the content and process kind of
motivational theories. At further, it will also discuss about effective and ineffective team within
the company which influences performance of employees. At last, different concepts and
philosophies of organisational behaviour will be elaborated through which different situations
can be managed effectively in the company.
TASK 1
P1
Culture, politics and power of an organisation are collaboratively influences working
environment of the company. In context of TESCO, it can be said that its HR manager is
emphasising on improving performance of employees by developing positive working
environment at workplace. This can be effectively done by developing each and every element
that is Culture, politics and power within the company in positive manner. All three elements are
described as below in elaborative manner along with their influence over employees
performance.
Organisational Culture: It refers to the beliefs, values and behaviours which
contributes in the development of organisation. In the present context of TESCO, major aim of
the managers is to provide positive, healthy and safe working environment to their employees.
As a result, employees feel motivated and perform their task in the best possible manner.
Managers of TESCO adopts Handy culture within the company in order to resolve the
organisational issues.
1

Handy's Culture Typology
In order to understand influences of culture, Handy's culture typology has been taken into
consideration which effectively shows its impact overall organisational behaviour. Four main
types of Handy's culture are stated as below:
Power culture: In this, power is provided to only few people in the company. In context
of TESCO, it can be said that this type of culture demotivate employees as if their superiors are
not having positive bonding with them then their hard work will not result positively. This
directly places negative influence over individuals as well as teams performance.
Role culture: For TESCO, role culture is effective as if the top management team of the
company follows role culture then they are required to convey all roles and responsibilities to
respective employee so that their job can be executed effectively. This culture works as
motivational factor for the employees as they re aware about heir job role and can easily execute
their work responsibility in effective manner.
Task culture: In this culture, numerous of teams are formulated for the purpose of
attaining specific task. This team is formulated on the basis of skills and capability of employees.
For TESCO, task culture is seen as helpful kind of culture that motivates employees performance
at individuals as well as team level. It ultimately makes them work effectively with all their hard
work (Barbaranelli and et. al., 2019).
Person culture: In this culture individual works as the superior. They understands their
pros and cons so their main target is to maximise their performance while working in the
company. These individuals mainly work for financial motive instead of working for
organisational growth.
From above stated different types of culture according to Handy's culture typology, it has
been analysed that role culture is best suitable for TESCO as it will give influential authority to
top management team to convey all roles and responsibilities to each and every employee so that
they can work in the company effectively by accomplishing their actual job role.
Hofstede Cultural Dimensions
2

(Source: Hoftede's Cultural Dimensions, 2019)
The above stated figure shows actual influence of cultural dimensions over performance
of employees. All of these dimensions are stated as below:
Power Distance: It has been identified that 35 people have shown that power index is
low which clearly depicts that in United Kingdom, inequalities between individuals are
minimised.
Individualism: In this, score identified is 95 which means UK works as country oriented
in which individuals give priority to their own values rather than organisation.
Masculinity: Here score is 66 for Masculinity, which depicts that in UK male
employees are getting much priority in comparison to female staff.
Uncertainty Avoidance: Score for Uncertainty avoidance is 35 which depicts that
organisation belonging to United Kingdom are risk taking as they work hard after crossing their
comfort zone (Barbaranelli and et. al., 2019).
Long term oriented: In this, score card that shows 51 for long term oriented. This states
that United Kingdom is giving priority to businesses which works for long term businesses.
Indulgence: Here, highest score is given to indulgence that is 69. This depicts that people
of UK are more indulgent in behaviour as they give priority to their personal values and also
believes in enjoying their life. They also wish to spend time according to their wish.
3
Illustration 1: Hoftede's Cultural Dimensions, 2019

Organisational Power:
Power is seen as the authority through with which an individual is allowed to take
decision at workplace. Organisational powers are of many types which are stated as below:
Legitimate power: This type of power is under hand the top most authority according to
the hierarchical structure. It can be said that top managements team of TESCO can give
punishments and rewards to employees in order to persuade their interest to perform in effective
manner (Jacobs and Manzi, 2019).
Reward Power: This type of power allow individuals to delegate their authority to
individuals and also give them reward accordingly. In context to TESCO, it can be said that its
top management could give rewards to employees on the basis of their performance for
enhancing their performance.
Coercive power: This type of power forces individuals to work without their will. With
reference to TESCO, it can be said that if top management team uses this power then it might
influence performance of employees in negative manner.
Expert power: In this, expert leaders gives importance to individuals who are brilliant
and confident.
Referent power: Leaders having this power are regarded as role models and their
authority is treated with admiration. It emanates from a person who is liked by others and seen as
a strong personality. Use of referent power by leaders of TESCO would ensure to get
appreciation at work and possess the ability to persuade other to carry out work in a desirable
manner (Hunter, 2018).
Organisational Politics
Organisational politics refers to the procedure and action of human being which includes
authority and power. It is the kind of informal activity which influences performance of
employees in positive and negative both manner.
It can be said that politics at workplace demotivate many employees which ultimately
reduces their performance in negative manner. In context of TESCO, it can be said that its HR
manager is required to develop positive environment at workplace so that workplace issue can be
overcome.
4

TASK 2
P2
Content theory
This theory grounded for what motivates employee's need at individual level in Tesco
company. In this, Maslow's need hierarchy theory is one of the influential concept which every
company follows and was introduced by great person. With reference to Tesco, its manager
should adopt this theory:
Maslow's Need Hierarchy Theory: This theory of motivation was given by Abraham
Maslow, which is completely based on five stages in a triangular format. The Tesco company
focuses majorly on the needs depending on the requirement of their employee's. Five stages are
described as:
Physiological Needs: The manager's of Tesco, can improve the living standard of their
employee by providing them additional benefits apart from their basic salary.
Safety and security needs: At this level of hierarchy, the Tesco company could provide
safe and secure environment to their first customer which are their employee's. If they working in
rotational shifts (Olivier-Pijpers and et. al., 2018).
Social needs: The HR manager of Tesco, should provide friendly working culture which
will bring sense of belongingness to their employee's in the firms. With this satisfaction, this
will increase the living standard and would be able to adopt the new trend which are circulating
in the particular society.
Esteem needs: The HRM department of Tesco have to motivate their employee's by
giving them performance appraisal on monthly and yearly basis. This will encourage them to
work even harder for the company. The satisfaction of employee plays important role in the
successful growth of company (Balwant, 2018).
Self-Actualisation needs: This is the top most level of hierarchy model, Tesco
organisation management provide training session to their employee's to enhance their working
skills for productivity and consultancy team have to be introduced in the culture environment
which will help employee's to remove problems if they are facing at any stage of their life being
at personal and professional levels.
Process Theory of Motivation
Vroom's Expectancy Theory of Motivation
5

Vroom theory
This theory is given by Victor Vroom in which it has been stated that there are three factor which
support in motivating employees such as instrumentality, expectancy and valence. These factors
are explained below:
Illustration 2: Vroom Expectancy Theory
(Source: Vroom Expectancy Theory, 2019)
Expectancy:- This states the effort given by individual in an organisation culture.
Therefore, the Tesco manager's can help in motivating employee's by improving individual
performances as their hard works are result of success.
Instrumentality:- The Tesco, HR department should focuses on their employee as they
are important entity to the company by providing them financial as well medical benefits to them
so that they will pour their hearts in their professional work life. This result in positive outcome
in growth of business (Mansouri, Singh and Khan, 2018).
Valence:- Motivating the staff members by backing them for their effort is very
important. Tesco company, should give rewards and value to their employee's activity.
Herzberg's Two Factor Theory:
This theory is based on motivation and hygiene factor aspect which helps in knowing the
behaviour of an employee's:
Motivation Factor: This aspect helps Tesco, to understand the nature, behaviour and
satisfaction level of their staff towards their job, work culture (Pradhan and et. al., 2018). The
6

company can motivate their employee's by providing them safe and healthy environment,
monetary non-monetary incentives.
Hygiene Theory: This is negative approach. Tesco should not follow this method, as this
may leads to low satisfaction level, due to company policy which they are offering to their staff
members.
TASK 3
P3
In order to achieve the goals and objectives of an organisation, managers need an
effective and creative team. Team refers to a group of various people who are working together
in collective manner to accomplish the set targets within a given time period in an effective
manner. Along with this, teams are classified into two types: effective as well as ineffective team
(Pan and et. al., 2018). It has been seen that effective team produce positive outcome but on the
other hand ineffective team work in a negative manner. In the context of TESCO, managers
develop ffective team within their organisation.
Meaning of effective and ineffective team
Effective Team Ineffective Team
These are the group of people who work in an
team in such a manner so that they can bring
positive outcomes as well as achieve
organisational goals within a given time
period.
Work carried out by these type of team leads
to negative work. As a result feeling of
demotivation develops within the employees
and this will reduce their performance as well
as productivity.
Differences between effective and ineffective team
Basis Effective Team Ineffective Team
Interdependence
Effective team works in a team and
have trust on their colleagues which
creates positive working
environment and leads to achieve
result effectively.
In case of ineffective team, team
members do not want to work in a
group with each other. Reason behind
this is that they have trust issue with
their colleagues which leads as a
7

negative outcome for TESCO.
Communication
In context of TESCO, management
team of the company adopt two way
communication process in their
organisation. With the help of this,
managers create positive
atmosphere in the organisational
premises.
On the other hand, leader and
mangers takes decision at their own
and pass the information to their
employees. In such type of teams,
managers do not take any suggestions
and feedbacks from their subordinates
(Johnson, Nguyen, H., Groth and
White, 2018).
Goals
In an effective team, managers
communicate clear aim and
objective of the company in order to
successfully accomplishing the
goals of TESCO.
But in case of ineffective team, goals
are not clearly defined to the
employees. Which creates
demotivation among staff members.
Belbin's Theory of Team Roles
It is a theory developed by Dr Meredith Belbin which states that in every organisation
roles should be assigned according to the educational qualification of an individual. There are
nine roles projected by Belbin in the present context of TESCO which are as discussed below:-
Plant: It refers to the person who is accountable in order to develop relationship with
suppliers as well as with customers. This type of role is allotted only to the key persons within
TESCO.
Co-ordinator: This is an individual who is responsible in order to focussing attention of
each and every personnel towards goals and objectives of company, as well as provide roles and
responsibilities in an effective manner.
Resource allocator: This type of the person in TESCO render funds to their employees so
that team will be able to perform work effectively.
Monitor evaluator: Such type of role holds by the person who make fair judgement as
well as assesses all alternatives in an effective way (Karatepe, Ozturk and Kim, 2019).
8

Shaper: It is the person who provides essential cause in order to ensure that teams work
works effectively as well as try not to lose their momentum.
Teamworker: In this, individual of TESCO focus on developing team spirit within
employees by creating collaborative working environment within organisation.
Completer Finisher: Individual is responsible in order to polish or scrutinising work to
high quality of work.
Implementer: The person in TESCO is responsible for executing various working
strategies in their organisation to enhance their overall performance.
TASK 4
P4
Path Goal Theory:
It is developed by Robert House. It is the theory which is mainly defined as a formative
way to attain goals in an effective manner. Path Goal Theory involves various types of leadership
styles which are used by leaders to conduct their leadership responsibilities effectively. It has bee
analysed that currently employees of TESCO are facing issues related to ineffective
communication at workplace. This impacts negatively over their performance because
ineffective communication has raised up numerous of conflicts at workplace. In this regard, the
company has adopted path goal theory for overcoming this situation effectively. Under this
theory, leaders of TESCO have responsibility to optimum utilise the resources for improvising
communication at workplace (Kuo and Tsai, 2019). And also motivate staff members in order to
perform their task effectively. In addition to this, main responsibility is to examine the need of
resources along with other related essentials in the company.
 Directive – It is the leadership style which help the leader of TESCO by providing
guidelines to their employees so that they can perform effectively as well as accomplish
goals.
 Participative – Leaders of TESCO implement this type of leadership style in order to take
effective decisions. In addition to this, leaders includes their staff members suggestions
while taking decisions.
9

 Supportive -This type of leadership style is used by leaders of TESCO, in order to
maintain healthy relationship with employees as well as create positive working
environment. As a result, employees easily share their opinions with their managers.
 Achievement oriented – Leader of TESCO adopt this techniques in their organisation and
set challenges for their team members. In order to achieve set goals leaders inspire the
employees for accomplishing the set targets.
As per the above mention it has been analysed that, TESCO has chosen directive style of
leadership in their organisation. In addition to this, situation of conflicts and misunderstanding
arise between the employees due to ineffective communication leads to reduce the productivity
of the company (Overall, 2018). On the other hand, managers provide healthy working
environment to their employees and take suggestions from them so that they can cope up with
the negative situation. Along with this, managers provide growth development opportunities to
their employees, so that they can motivate their staff members in order to accomplish the goals
and objectives in an effective manner and within the given time period.
CONCLUSION
As per the above stated report, it has been concluded that organisational behaviour refers
to an essential part of organisation which helps an HR manager in developing positive
environment at workplace. It has been further identified that HR manager often uses different
motivational theory with which performance of employees can be boosted effectively. Along
with this, it can be said that power, culture and politics holds capability of boosting up
performance of employees and also could result negatively which results in decline in
performance. It has also been identified that Maslow's Need Hierarchy theory provides effective
guidance to HR manager about needs and expectation of employees which helps them in
retaining employees in the company for longer period of time. Poor communication and unclear
objectives misguides employees about their work which ultimately affects performance of
employees which leads to delay in achievement of organisational goals and objectives.
10

REFERENCES
Books and Journals
Jacobs, K. and Manzi, T., 2019. Conceptualising ‘financialisation’: governance, organisational
behaviour and social interaction in UK housing. International Journal of Housing
Policy, pp.1-19.
Hunter, M., 2018. What lies beneath organisational behaviour: the role of hidden and
unconscious processes at work(Doctoral dissertation, London Metropolitan University).
Barbaranelli, C., Paciello, M., Biagioli, V., Fida, R. and Tramontano, C., 2019. Positivity and
behaviour: the mediating role of self-efficacy in organisational and educational
settings. Journal of Happiness Studies, 20(3), pp.707-727.
Olivier-Pijpers, V.C., Cramm, J.M., Buntinx, W.H. and Nieboer, A.P., 2018. Organisational
environment and challenging behaviour in services for people with intellectual
disabilities: A review of the literature. Alter, 12(4), pp.238-253.
Balwant, P.T., 2018. The meaning of student engagement and disengagement in the classroom
context: lessons from organisational behaviour. Journal of Further and Higher
Education, 42(3), pp.389-401.
Pradhan, N., Joseph, K.S., Panigrahi, S.C., Menon, M.B., Dash, N.K., Kumar, S., Dhar, T.N. and
Kumar, S., 2018. Unit-4 Organisational Behaviour. IGNOU.
Mansouri, A.A.A., Singh, S.K. and Khan, M., 2018. Role of organisational culture, leadership
and organisational citizenship behaviour on knowledge management. International
Journal of Knowledge Management Studies, 9(2), pp.129-143.
Pan, Y.C., Jacobs, A., Tan, C. and Askool, S., 2018, July. Extending technology acceptance
model for proximity mobile payment via organisational semiotics. In International
Conference on Informatics and Semiotics in Organisations(pp. 43-52). Springer, Cham.
Karatepe, O.M., Ozturk, A. and Kim, T.T., 2019. Servant leadership, organisational trust, and
bank employee outcomes. The Service Industries Journal, 39(2), pp.86-108.
Johnson, A., Nguyen, H., Groth, M. and White, L., 2018. Workplace aggression and
organisational effectiveness: The mediating role of employee engagement. Australian
Journal of Management, 43(4), pp.614-631.
Kuo, T. and Tsai, G.Y., 2019. The effects of employee perceived organisational culture on
performance: the moderating effects of management maturity. Total Quality
Management & Business Excellence, 30(3-4), pp.267-283.
Overall, J., 2018. All around the mulberry bush: a theory of cyclical unethical
behaviour. International Journal of Business and Globalisation, 20(2), pp.251-267.
Online
Hofstede's Insight. 2019. [Online]. Available
Through:<https://www.hofstede-insights.com/country/the-uk/>.
Overall, J., 2018
Kuo, T. and Tsai, G.Y., 2019
Karatepe, O.M., Ozturk, A. and Kim, T.T., 2019
11

Johnson, A., Nguyen, H., Groth, M. and White, L., 2018
Pan, Y.C., Jacobs, A., Tan, C. and Askool, S., 2018
Pradhan, N., Joseph, K.S., Panigrahi, S.C., Menon, M.B., Dash, N.K., Kumar, S., Dhar, T.N. and
Kumar, S., 2018
Mansouri, A.A.A., Singh, S.K. and Khan, M., 2018.
Balwant, P.T., 2018
Olivier-Pijpers, V.C., Cramm, J.M., Buntinx, W.H. and Nieboer, A.P., 2018
Hunter, M., 2018
Jacobs, K. and Manzi, T., 2019
Barbaranelli, C., Paciello, M., Biagioli, V., Fida, R. and Tramontano, C., 2019
12