Analysis of Organizational Behaviour in Tesco: A Report

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ORGANIZATION BEHAVIOUR
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ORGANIZATION BEHAVIOUR
Table of Contents
Introduction......................................................................................................................................3
LO1 Analysis of the Influence of Culture, Politics and Power on the Behaviour of Others in
Tesco................................................................................................................................................3
LO2 Motivate Individuals and Teams to Achieve a Goal 600........................................................6
LO3 Cooperating Effectively With Others......................................................................................8
LO4 Concepts and Philosophies of Organizational Behavior.........................................................8
Conclusion.....................................................................................................................................10
References......................................................................................................................................12
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Introduction
In the process of talking about organisational success it is important that business leaders
throughout the world are aware of the several situations that can influence the organisational
working environment. Organisational environment can be impacted only by the stakeholders
who are involved for only with different activities (Miner, 2015). In most cases it is the
employees who can influence the working culture of a firm. Therefore in the following
assignment, the discussions will revolve around the main topic of organisational behaviour and
how it can impact the different situations within any organisational context. It is expected that
the discussions will be very helpful in clarifying all important points related to organisational
behaviour.
LO1 Analysis of the Influence of Culture, Politics and Power on the Behaviour of Others in
Tesco
Influence of culture
The organisational culture can be broadly categorised into four types:
 Power: In this culture, decision-making and administrative power is held by only a few
people who influence others in organisation (Khosla, 2015). In Tesco, their CEO holds a
significant level of decision-making power.
 Role: This culture is characterised by highly structured organisation and specified duty
for each person working there. Tesco has a fixed structure of their organisation, resulting
in bureaucratic tendencies at the upper level.
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 Task: In this culture, teams are formed to solve particular problems. In Tesco, project
teams are formed to carry out performance assessments and market research.
 Person: This culture gives more importance to person than organisation. This culture is
not seen in Tesco.
For any organisation, awareness of cultural difference enhances coordination among staffs
(Daniel, 2017). In Tesco, managers and employees are aware of cultural difference among staffs,
enhancing overall efficiency.
Hofstede's six Dimensions of culture theory:
 Power Distance Index: This indicates the degree of acceptance of power hierarchy in the
organisation. In Tesco, it is moderately high, indicating its favour towards hierarchy.
 Individualism versus Collectivism: This shows the degree of interpersonal connection
among the employees (Bakir et al., 2015). In Tesco, employees have adopted
collectivism, acting like a large group.
 Masculinity versus Femininity: Tesco has a feminine culture, as it emphasises more on
expertise than gender, and encourages collaboration.
 Uncertainty Avoidance Index: Tesco has a moderate UAI risk, as it balances system
and flexibility in their organisational structure.
 Long versus Short-Term Orientation: Tesco has a long-term orientation, aiming
towards future business success and sustainability.
 Indulgence versus Restraint: Tesco encourages restraint in their organisational culture,
being systematic and goal-oriented business operations.
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Globalisation and digital technology has introduced automation and AI in organisational culture,
increasing its efficiency.
Network theory and Systems theory explain that organisations have to be well-structured to
maintain their operational consistency and sustainability.
organisational psychology refers to organisational thinking and decision-making process as a
whole.
Influence of politics
Organisational politics refer to the influential activities of personnel affecting the employees, and
it can result in various organisational changes. For instance, personal politics in Tesco occurs at
the management board, which changes the organisational operations. The decisional power
politics in the high-level management may also trigger organisational change. The political
activities regarding structural changes in Tesco may happen regarding the optimisation of
business activities, and hence it may also trigger organisational change.
Influence of power
In any organisation, power can exist and be enforced in different forms to different people and
process. In an organisation having power culture, decision-making power is treated as a personal
property, and sometimes it is held by certain individuals at the higher management, sometimes
acquired by their relationships with other influential personnel, and sometimes it is embedded
into the organisational structure itself (Tomlinson, 2018).
In an organisation like Tesco, different types of power can exist, stemming from many sources.
For instance, Coercive power acts with the principle of 'rule by fear', and it is not usually seen in
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Tesco. On the other hand, Referent power is generated by respect, which is more common for the
higher management of Tesco. Reward power, on the other hand, is more used by the store
managers in Tesco to encourage their subordinates.
LO2 Motivate Individuals and Teams to Achieve a Goal 600
Extrinsic Motivation and Intrinsic Motivation
In terms of motivating different individuals or teams within any organisational context it is
important that they are provided with any valuable reward so that their commitment can be
guaranteed. Individuals are teams within organisations are simply motivated by these rewards
and it helps managers or leaders to gain the support of the employees in terms of any activity that
can help the process of obtaining organisational objectives (Vasu, 2017). In this context,
extrinsic motivation is win leaders of managers provide employees with monetary benefits for
guaranteeing their commitment towards any organisational operation. On the other hand
employees are provided with internal rewards or acknowledgements when intrinsic motivation is
provided.
Motivational Theories
There are generally two types of theories when it comes to discussions about motivational
theories for individuals are teams. These two types of theories are content theories and process
theories. In this assignment for content theory, Maslow’s hierarchy of needs will be discussed. In
this theory there are five different levels of needs that any human needs. The first level in this
theory is regarded as the physiological needs. In this level any human needs basic requirements
such as air, water, food, shelter, and clothing (Hogg, 2018). On the next level of safety needs,
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individuals look forward to make sure that they have aspects such as employment and health. On
the third level of needs for belonging any human look forward to gaining friendship, family,
intimacy etc. After that in the level of Esteem needs, any human look forward to gaining strength
and recognition in any societal context. In the highest level in this theory, a human wants to
make sure that he or she is the best version of themselves. This last level is called self
actualization.
For discussions regarding process theory, Vroom’s expectancy theory will be discussed as it is
very popular in generating motivation among individuals. In this theory, motivation comes with
the combined belief of an individual and this belief is related to three different aspects such as,
Valence, Expectancy, and Instrumentality. Valence is the belief of an individual in which he or
she puts value to a certain amount or type of reward (Dipboye, 2016). If rewards are extrinsic it
is expected that the valence will be very high. In terms of expectancy, it is the matter of a
person’s believe whether he or she will be able to game that reward or perform accordingly.
Instrumentality depends on an individual’s belief regarding the capability of the management to
provide the reward. If all these believes are very high then any individual must be effectively
motivated in terms of organisational context.
Implications on Leadership
Motivational theories can impact any leadership process with positive responses from
employees. All motivation theories art designs that guarantee employee participation in different
organisational activities which generate value as far as the organisational objectives are
concerned and therefore leadership becomes very easy to execute.
Behavioral Psychology
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The capacity of any leadership in terms of being aware of the emotions of employee base and
controlling it can be regarded as emotional intelligence. Emotional intelligence can also mean the
process of handling interpersonal skills effectively and using such interpersonal relationships to
effectively execute organisational duties.
Importance of Soft Skills
Soft skills are very important for leaders and managers due to their effectiveness in terms of
making sure that any situation in organisational context can be handled easily (Daniel, 2017).
Soft skills such as communication, problem solving, decision making are very important as it
enables any individual to effectively lead a process and make sure that all individuals or groups
involved in the process are aware of the deliverables and personal duties.
Task leadership vs Relationship Leadership
In terms of task leadership, the general concern for the leaders is to always make sure that the
task deliverables are effectively reached and quality is guaranteed as far as results are concerned.
In terms of relationship leadership, the managers all leaders generally focus more on handling
employee relationships effectively and securing interests as far as the workforce is concerned
(Tomlinson, 2018). Therefore it can be said that, in task leadership the focus is more
organisational centric. In relationship leadership the focus is more on individual interests.
LO3 Cooperating Effectively With Others
There are mainly three types of organisational teams. They are follows:
 Functional Teams – They are teams formed specifically to function as a singular unit to
perform specific tasks for an organization. From a report it has been discovered that
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individuals form a functional team. They have specific skills used for performing certain
tasks in an organisation (O'Neill and McLarnon, 2018). They are often put together as a
team that will work for a specific task.
 Problem Solving Teams – It is similar to functional teams. They are teams that are
formed with people who are skillful and efficient in problem and issue solving for the
organisation. Problem solving teams helps in the smooth solving of problems and issues
in organisations. They are formed for the same purpose.
Project Teams – Project teams consist of people from diverse backgrounds. All the individuals
have cognitive skills for working in projects of the organisation. The teams have workforce that
is diversified and have different set of skills that is helpful for supporting and resourcing projects
(Lacerenza et al.,2018). Team development interventions: Evidence-based approaches for
improving teamwork. American Psychologist, 73(4), p.517.
 . This results in increase of productivity as well as efficiency of the project.
There is immense impact of technology on this topic. Technology makes teams for efficient as
well as productive in nature. It is convenient for the team to achieve goals of the organisation.
Technology integration has helped organisational teams to create teams that are virtual and
networking that is successful (Van Knippenberg and Hogg, 2018). Virtual teams are immensely
beneficial for global organisations as they consist of workers from all over the world. They
connect by using networking. This helps them in accomplishing the organisations objective and
goals.
Team work and Dynamics of a Team
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There are a lot of differences between the teams and groups of an organisation. Groups are
basically few people who get together for accomplishing a goal and task. Whereas, Teams are
group of people who get together for identifying goals that are mutual. A group consist of a
single leader but a team can consist of more than one leaders (Vasu et al, 2017). Furthermore, a
group member are a lot independent and accountable, but a team’s members are dependent on
each other and have mutual goals and accountability.
There are two types of team development as well as management theories. They are:
 Tuckman’s Team Development Model – This model basically has four stages to it.
They are forming, norming, performing and storming. In the initial stage, a person is
developed for following a leader. In the next stage, they focus on goals and take
decisions. In the third stage, the role as well as responsibility is accepted by them given
by a leader. In the final and end stage they perform tasks with the leader’s guidance.
Belbin’s Typology – The Typlogy of Belbin states that teams should be balnced in nature and
individuals of the team should try assessing their individual skills as well weaknesses. This will
help them in working efficiently as a team. The theory suggests nine roles of a team. They can be
categorized into three. The first category consists of shaper and complete finisher. The second
category is roles that are people oriented. It consists of team workers, resource investigators and
coordinators. The third consists of monitor evaluator, specialist and plant.
LO4 Concepts and Philosophies of Organizational Behavior
Path Goal Theory Leadership Styles
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In terms of path goal theory of leadership, the leadership styles are generally based on the goal
objective which has been set by the executive level or the leaders themselves. The nature of the
employees and the working conditions are also taken into account before making a decision on
which type of leadership to follow (Lăzăroiu, 2015). The leadership styles that can guarantee
effective amount of production as far as individual or team performances are concerned can be of
two different types such as directive leadership and supportive leadership.
In directive leadership, the managers in organisations like Tesco simply give instructions
regarding what is expected from the workforce and what goals should be achieved by the end of
a particular time period. This makes sure that the employees have a clear direction to head
towards and therefore production can be guaranteed. The other leadership style that can
guarantee effective employee performance is supportive leadership. In supportive leadership,
people who lead a particular team or group of individuals provide a plan or guideline for making
sure that the employee performances are headed towards right directions (Kilduff, 2018). This
ensures that no amount of performance is miscalculated and this increases the chances of high
productivity.
Barriers to Contingency Theory
In contingency theory there can be different situations where the external or internal environment
can change without any prior notice and therefore it will be very difficult for any management or
leadership group to instantly adapt with the new situations.
Barriers to social capital theory
Network between different cultures within any society and the summative production that they
can guarantee can be influenced by different situations such as difference in cultures and the
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languages. Communication is a very important aspect for the success of social capital theory and
linguistic barriers can negatively impact the aspect of communication.
Barriers to organisational behaviour
Globalisation is influencing organisations like Tesco to penetrate new markets and therefore it is
obvious that human resources will be gathered from the new markets as well. This creates a
barrier because of the different cultures and perceptions present in regions (Borkowski, 2015).
Barriers in situational resistance
If situation resistance is existent in an organisational environment, then there will be severe
amount of challenges faced by the leadership in terms of implementing change that can
guarantee more effective results for any firm. This halts the progress of the organisation towards
development.
Conclusion
Organisational behaviour is considered as one of the most important aspects that can guarantee
effective amount of employee performances. It must be understood that employees are one of the
most important stakeholders of the internal organisational environment and therefore all
employee interest must be secured with high level of priority. High level of organisational
priority as far as the employee performances are concerned will make sure that the employees
are well motivated and employee performances are aligned with the organizational desires. The
study conducted above takes into account all necessary discussion points as far as organisational
behaviour is concerned. In conclusion it can be said that if organisational behaviour can be
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