Organizational Behaviour Report: Tesco plc, Culture, Power, Motivation

This report provides an in-depth analysis of organizational behaviour, using Tesco plc as a case study. It begins with an evaluation of organizational culture, exploring Handy's cultural model (power, role, task, and personal cultures) and Hofstede's cultural dimensions (power distance, individualism, uncertainty avoidance, masculinity/femininity, long-term orientation, and indulgence). The report then delves into organizational politics, examining its various forms and their influence on employee performance. Furthermore, it discusses French and Raven's power model, detailing positional and personal power sources. The second part of the report focuses on motivation theories, contrasting extrinsic and intrinsic motivation. It explores content theories, particularly Maslow's hierarchy of needs, and process theories, with an emphasis on Adam's equity theory. The report highlights how Tesco applies these concepts to enhance employee satisfaction, productivity, and overall organizational success.

ORGANIZATIONAL
BEHAVIOUR

INTRODUCTION
Organizational behaviour can be defined as the study of human behaviour and
performance while working in the workplace. It supports to understand different aspects of
human being through which can motivate individuals. Influence their performance and supports
companies to build strong brand image and trustworthy relationship with their staff. To
understand role of organizational behaviour has an example of Tesco plc. It is a British
multinational and general merchandize retailer company. It offers it's product services
worldwide. In this report will discuss over different type of culture, power and power. Further
more it will provide high understanding about motivation theories in the context of employees
motivation.
LO1
P1 Evaluate organization's culture, politics and power
Handy's cultural model
It is a organizational culture model that is proposed by Charley's Handy and Roger
Harrison to provide high understanding about different type of cultures like role, task, power and
personal culture. Tesco has practised this organizational cultural model in its company for
understanding individuals and team behaviours then encourages them to give the best
performance in the workplace. There are four type of cultures that are mentioned as follows.
Power culture
Power culture stated that there are various people who get enormous advantage of their
power. For example, there are various people who posses power due to their post like CEO, HR
manager etc. CEO has right to keep control on all departments like HR, finance, marketing etc.
as well as takes all decision. While other employees have to implement all decisions without
arguing. With this culture Tesco has achieved more profitability in its business (Beugelsdijk and
Welzel, 2018).
Role culture
According to this culture, authorities are granted by upper management to other staff
accordingly organizational hierarchical structure. For example Tesco follows traditional
hierarchical organizational structure wherein different departments like HR, marketing, finance,
technical etc. are categorized accordingly hierarchical structure and have different role and
responsibility. HR managers perform different roles such as take all decision own by own in the

context of company without involving other department (Favaretto and et.al., 2016 ). With this
culture, company enables to handle overall work in the business at glocal level.
Task culture
It is another organizational culture wherein upper authorities delegates different tasks to
the staff in order to handle all business operation in precise manner. This culture is more
effective as compared general culture because HR managers delegates different tasks to the staff
according to their skills and working performance. Tesco follows this culture in its business in
order to take competitive advantage.
Personal culture
It is another effective culture of Handy's model that stated company focuses on people
need and requirements so that individuals or team give the best performance in the workplace.
This culture encourages individuals to give productive performance in the workplace that
ultimately leads profitability in the business. Tesco follows this organizational culture to stay
motivated and highly competent in the workplace (Kristjánsdóttir and et.al., 2017). The major
drawback of this model is that it requires good management practice and effective managerial
skills then company can implement these cultures in the company in order to gain profitability in
the business.
Hofstede's dimensions of cultural theory
It is developed by Geert Hofstede to provide high understanding the differences of
culture around nations and the ways that business practise around the different nations. There are
six categories that defines culture dimensions such as power distance index, collectivism vs
individualism, uncertainty avoidance, short-term and long-term orientation etc. Tesco has
followed this cultural dimension theory in its business.
 Power Distance Index is one of the major cultural dimension. According to this culture,
high power distance index denotes that a culture must accept inequality and power
differences as well as shows high respect according to authority. On the other hand low
power distance denotes that a culture influences organizational structures which are flat.
In other word, in this culture company does not grant power to the employees
accordingly organizational structure. Tesco follows this culture in its company because it
encourages individuals to give productive performance in the workplace so that they can

gain upper position from existing one. Thus, company stay motivated it's staff in the
workplace.
 Individualism vs Collectivism: it is another cultural dimension of hofstede model.
Individualism culture denotes that there are various company that like to delegate
different tasks at individual level. While there are some other companies which believes
in team working. So, they develop different teams and delegates tasks to them so that
individual team give the best performance in the workplace that supports to gain all
projected goals and objectives within time frame (Nasaireh, 2020 ).
 Uncertainty Avoidance Index: It is another dimension that comprises two type cultures
i.e. low uncertainty avoidance and high uncertainty avoidance. According to high
uncertainty avoidance culture, there are some companies that prefers to avoid risk while
low uncertainty avoidance culture highlights such companies that like to take risk while
dealing with different projects (Kovach, 2020.).
 Masculinity vs Femininity: Masculinity culture denotes that there are some businesses
that keeps difference in pay scale structure due to gender inequality. On the other hand,
femininity culture stated that most of the companies like Tesco promotes all genders and
pays them accordingly their performance scale.
 Long-term orientation vs Short-term orientation: According to long-term orientation
culture, some companies believes in long-term goals, so they stay motivated their staff in
the company while short-term orientation indicated that there are some companies that
emphasizes on achieving short-term goals instead of long-term goals. Tesco has practised
this cultural dimension business that's why it has gained number of short-term and long-
term goals within time frame.
 Indulgence vs Restraint: Indulgence culture denotes that some companies allows
individuals to take some decisions own by own in order to make individual responsible
for the job. While restraint culture denotes that upper managements of some companies
believes in controlling all employees through employment norms. Tesco follows this
culture dimension and allows individuals to take some decisions at personal level instead
of asking upper authorities.
Both Hofstede cultural dimension and handy's cultural model have practised by Tesco plc to
sustain in 21st century. With these cultural theories company had enabled to work at globalization

level and digital technology which have Improved and shaped organizational culture in 21st
century.
Influence of politics
Organizational politics are the self-serving attitudes that individuals apply to improve the
probability of acquiring positive outcomes in the company. There are various forms of politics
such as personal, decisional, structural and organizational change. Tesco follows all type politics
in the company in order to improve individual and team performance. For example personal
politics is used by employees in the workplace in order to make their job position sustainable.
However, this politics often supports individuals to keep them highly competent and improves
their existing performance in the workplace (Rana and Ha-Brookshire, 2019). Decisional politics
are also practised by management of Tesco for example HR professionals involves number of
employees in decision-making process so that they get creative ideas over it and makes them feel
valuable for the company. Structural politics has followed by upper management of Tesco to
make powerful some key functional units so that they report company time to time about
business performance, productivity and operations. Company often practises organizational
change politics in order to deal with different issues and makes company sustainable in its
business market. With these key politics, company is not only maintain well-being of its
workforce but also achieves all framed goals and objectives in predefined period.
Organizational Power
French and Raven's is the power model that classifies leaders on the basis of sources of
power. Management of Tesco has implemented this power model in its business in order to
improve globalization and raises level of competency. This model consists five types leadership
powers which have grouped under two headings such as positional and personal.
Positional power
 Reward power: power is properly based on the ideas that the leaders have power to grant
valuable rewards to the staff who perform much better in the workplace.
 Coercive power: Leaders are allowed to penalize those employees who do not perform
their roles and responsibilities in the workplace effectively. Legitimate power: This power grants by upper management accordingly hierarchical. For
example Tesco follows traditional hierarchical structure wherein CEO is in upper
position who had right to take all decision related to business activities and employees.

Personal power
 Expert power: This power posses' by only those employees who have superior knowledge
, experience to deal with complex tasks.
 referent power: This power grants by HR professionals to those employees who posses'
leaders traits and executive presence.
This French and Raven's power model has supported company to influence individuals and
teams behaviour to put more efforts in the workplace so that desirable outcomes can be received
by company (Soni and Soni, 2016). This model requires high involvement of upper management
and HR then company can gain desirable outcomes effectively.
LO2
P2 Motivation theories
Extrinsic and Intrinsic motivation
Motivation is a crucial factor for all type businesses because it helps to maintain well-
being of individuals and team and stays them motivated for long time. Extrinsic motivation
means encourages individuals to put more efforts for gaining all framed goals and objectives by
offering incentives, profit sharing etc. While intrinsic motivation is a different type of motivation
wherein individuals does not expect to earn something but there are various things like good
sitting arrangement, recognition, flexible working hours etc. directly impacts on individuals and
team psychology and stays them motivated for long period (Lonn and Dantzler, 2017).
Content theories
Content theories are used by various companies to lead satisfaction in individuals from
their job responsibilities. For example Maslow's motivation theory is designed to understand
behaviour of individuals in the workplace and fulfil their needs and expectations. This model
contains five basic needs of human being which they expect in the company while offering their
services. There are five hierarchy needs i.e. physiological, safety, belonging, self-esteem and
self-actualization which leads satisfaction in individuals for the job. Management of Tesco has
practised this motivation theory to make individual feel that this company or job is comfortable
for them. Psychological needs are good working environment, flexible working hours etc. that
offers by Tesco to the staff so that they can feel comfort zone while working in the workplace.
Health insurance policy, workplace safety, compensation policy etc. are safety needs that offers
by management to individual so that they can work effectively without concerning safety issues.

Due to this hierarchy needs, it has promoted female staff to work more effectively. Management
and leaders works together in the Tesco and allows employees to communicate directly with
them regrading workplace related issues or salary issues. Self-esteem needs includes recognition,
respect. Management of Tesco always maintain dignity and respect of individuals while
delegating different tasks among them so that no one feel low in the workplace. Self-
actualization is the last hierarchy needs that can achieve by company when it fulfils all above
needs in professional manner. Tesco has raised goodwill of the company in the retail sector due
to high satisfaction rate of employees and has gained all framed goals and objectives in
minimum period (Ryan, 2016).
Process theories
This motivation theories are proposed to keep motivated team in the workplace so that
desirable outcomes can be received by upper management. Adam's equity model is a great
example of process theories that leads motivation in individuals and team to work honestly as
well as influences their working efficiency. Adams's equity motivation theory is another
motivation model that is proposed by Johan Stacey Adam's to provide understanding
significance of fair balance between input and output. Input means those efforts that puts by
individuals and team to achieve defined targets on time. While output are those efforts that puts
by company to stay highly motivated its staff to give good performance in the company. Tesco
has practised this motivation theory in the workplace wherein management of Tesco always try
to maintain ideal situation between input and output. But still there are two situations that can
take place in the company such as:
 Input>output: This situation takes place when team puts more efforts and achieves all
projected goals and objectives but in return they do not receive any reward that situation
leads demotivation in team and individuals.
 Input<output: This situation takes place when individuals do not put required efforts in
the workplace but in return they are getting moderate salary that situation leads
competitive disadvantage in the company and makes workforce less competent.
Management of Tesco plc needs to focus on ideal situation 'input=output' then it can influence
it's team to give productive performance in the workplace and keeps them highly dedicated for
their job roles and responsibilities.
Other motivation Techniques

Emotional intelligence
It is another effective motivation techniques that supports management to influence
individuals and team to be ready to deal with complex situation and makes them learn to deal
with stress management during peak period (lbrechtand et.al., 2018). Tesco's managers practise
all soft skills in the workplace to influence individuals and team behaviour to give high
performance in the workplace that ultimately helps company to gain it's projected goals and
objectives on time.
LO3
P3 Difference between effective team and ineffective team
Attributes Effective team Ineffective team
Project team A team that is made up by
involving two or more people
who work together to gain
projected goal on time. This
team is known as effective
team because it is formulated
for specified project.
A team that made up by
involving number of people
to gain common goal but
individuals do not put more
efforts to achieve defined
goal that is known as
ineffective team.
Functional Team leaders of effective team
delegates different tasks in a
team so that individuals
perform better to achieve
common goal.
Team leaders of ineffective
team also delegates different
tasks but do not clarify them
that what should they do.
Problem-solving Team leaders plays effective
role to make team highly
effective. For example team
leaders conducts meeting for
the team and allows
individuals to share their issues
with each other and resolves
them at personal level so that
While team leaders of
ineffective team never pay
attention on employees
issues which directly
impacts on their
performance because they
divert out.

they stay focused to achieve
common goal.
Conflict Resolution Team leader in effective team
always resolves conflicts
among team.
In ineffective team, leaders
always act as dominating
leader instead of resolving
team's conflicts.
Leaders at Tesco often develop effective team whenever it takes any emerging change in the
company so that profitable outcomes can be received by upper management. This effective team
development helps in improving globalization of business in its sector by adopting emerging
technology.
Tuckman's team development model
This model is proposed by Bruce Tuckman in 1965. It is a team development theoretical
model that comprises four stages such as forming, storming, norming and performing. Tesco
uses this team development theory to develop an effective team. The model mentioned below:
 Forming: It is initial stage of team development theory wherein team leaders assembled
teams and allocates tasks among them so that individuals familiarizes themselves and
communicates them effectively while discussing over tasks.
 Storming: It is second stage of Tuckman's theory wherein team starts to address task
suggesting ideas that builds understanding and relationship between team members. In
this phase leaders plays significant role because conflict issues takes place among team
members while discussing over tasks (Farhan, B.Y., 2018.).
 Norming: It is another stage in which team members starts to give values each one by
listening them effectively. All members in a team starts to follow all rule and regulations
while performing different tasks to gain framed goals.
 Performing: It is a last stage wherein members of team become highly competent,
motivated and familiar enough with the project, and they can perform their roles
effectively without monitoring.
With this team development theory, managers often develop effective team for the different
projects so that it can achieve them within time frame.
Belbin team development theory

It is a team development theory in which includes nine roles of team to develop effective
teams. Nine roles are mentioned below:
 Implementer: The person who believes in transforming ideas and working as per the
company's needs.
 Resource Investigator : Such person believes in seeking new opportunity as well as
developing new contacts.
 Plant: The person who deals with complex challenges through practising creative
solutions (The Nine Belbin Team Roles. 2018).
 Monitor Evaluator: It is another effective role of Belbin model wherein the person
analyse all ideas and strategy at personal level to ensure that right decisions are being
taken.
 Specialist: Such person offers depth knowledge and pleasure over a specific topic.
 Completer Finisher: The person always focuses in making things perfect.
 Coordinator: The person always ensures that everyone is working together to gain team's
common goal.
 Team-worker: The person works with team members to gain company's goal and
improves their performance.
 Shaper: The person always focuses on making team highly competent by giving
challenges to them time to time.
This theory supports management of Tesco to develop effective teams for the different projects.
LO4
P4 Concept and Philosophies of organizational behaviour
There are various concepts and philosophies of organizational behavioural that supports
to understand individuals behaviour in the company. For example social capital theory is used by
company to maintain their social relation with communities. According to social capital theory,
social capital such as financial term arises from human capacity, to think and act cooperatively.
This theory emphasizes on social relationships and social structure through which company can
build strong relationship with customers (Dokony, Singh and Arumugam, 2020). Contingency
theory focuses the significance of both leader's behaviour and the situation in which leader
performs. For example Tesco has planned to become raises globalization of business in 21st
century by adopting new technologies. In this situation, leaders plays effective role such as they

conduct skills and development program so that individuals learn to operate new technologies
that ultimately improves individuals performance.
Path goal theory
Management of Tesco follows path goal theory to influence individuals and team performance
and productivity. In this theory leaders plays effective role such as they adapt that leadership
style which bets fits the individual and work environment to gain a defined goal. The main goal
is to influence individuals motivation, empowerment and satisfaction so that each member
become productive and skilled in the company (5 Stages of Team Development. 2019). Leaders
at Tesco follows path goal theory and adapts different leadership styles to motivate individuals
and team in the workplace. Directive leadership style adapts by leaders to direct individuals and
team to achieve goal with different ways. Participative leadership style practices by leaders in the
Tesco to make individuals feel that they are valuable part of the company, so they involve
employees in decision-making process in order to raise creative ideas. Thus, there are other
different leadership styles like coaching, achievement-oriented and sportive adapts by leaders in
the Tesco to stay competent and motivated employees in productive manner. But the major
drawback of the path-goal theory is that it requires good leaders and effective characteristics of
leadership then they can motivate individuals and teams in the company.
CONCLUSION
It has been concluded different organization's culture, politics and power by applying
different effective models like hofstede cultural dimensions, handy's model and French and
Raven's power model in the context of influencing individual behaviour and team performance.
Content and process theories of motivation used to motivate individuals and team that has been
summarized in this report. Belbin and Tuckman's team development theory in the context of
developing effective teams can be concluded in this report. This report has been summarized
different concept and philosophies of organization behaviour in the organizational context.

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