Organisational Behaviour: Tesco's Culture, Motivation, and Teamwork

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ORGANISATIONAL BEHAVIOUR
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Table of Contents
Introduction................................................................................................................................3
Part 1..........................................................................................................................................4
Activity 1................................................................................................................................4
Part 2........................................................................................................................................10
Activity 2..............................................................................................................................10
Conclusion................................................................................................................................15
Bibliography.............................................................................................................................16
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Introduction
Organisational behaviour refers to the study and the knowledge of the particular behaviour of
how the people behave in an organisation (Safa and Von Solms, 2016). This tool is used to
measure the human behaviour and is used for the benefit of the human. It is a branch of the
social science that is builds to be applied to the organisation to understand and control the
behaviour of the employees. This study deals with the Tesco’s Plc (tesco.com, 2019) culture
to influence an individual to behave and perform in a team. It also evaluates the theories that
that act as motivations for the employees and effectively enable them to achieve the goals.
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Part 1
Activity 1
Introduction
The task below deals with the organisation’s culture, politics and the power that can influence
an individual and as well the team to perform and to behave in a particular way. It means how
the employees have adapted to the ambience and the ethics that has gradually influenced
them to perform better.
P1 Analyse how an organisation’s culture, politics and power can influence individual
and team behaviour and performance
The culture of an organization means the expectations of an organization, its experiences and
the values that are used to guide the members and their behaviour, the self-image of the
members, the interactions with clients from the outside world and the future expectations.
Culture is based on the sharing of the beliefs, the experiences, the customs and the unwritten
rules that have grown over the course of time and are imparted to others. When the
organisation is considered then the culture includes the assumptions, symbols, beliefs, norms
and the values, and the habits of the organisation. The organisation is commonplace where
the people interact together. Tesco has taken some steps based on the of the culture of the
organisation and their importance are -
Geographically based culture interaction – Here they help the people to mix when they find
that there are people from different races and different provinces and countries (Ojala, 2015).
This helps to maintain a flexible environment, which is adaptable to changes and
adjustability.
Shared friendly culture – The culture they share is very friendly and thus it helps to increase
the beliefs in the employee. An increment in the belief would eventually help in the loyalty
of the employee towards individual as well the organisation. This helps to increase the
performance of the employee. This also helps to understand the customers as the employees
are already mixing with different cultures of the colleagues.
Employee empowerment is high – The empowerment of the employee is high which means
the employee is capable to make the necessary steps regarding the employability, their rights
and their rewards (Laschinger et al., 2016). This helps in maintaining the relationship of the
employee and the employer and thus it helps to retain the culture.
Decentralized structure – The management generally follow the bureaucratic structures but
Tesco is known to follow the decentralized structure management system in the organisation,
which affects the culture of the organisation (Wilderer and Grambow, 2016). This has
successfully replaced the bureaucratic system and has increased the employee’s participation
and the flexibility. A rigid culture is tough for the employees to put their decision. This
decentralised culture helps them to be flexible to put their decisions.
All these have importance in the culture of the organisation. The work performance has been
greatly influenced by the culture of the organisation. There is always a wide span of the
control over everything, it reduces the chain of the commands, and mainly improves the
employer and the employee relationship. The inter-departmental situation is also totally
improved by the decentralized structure. Few types of cultures are –
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Power culture –When one or few number of employees makes decision for the whole
organisation, it is called power culture (Agrawal, 2015).
Person culture – When the culture of an organisation is determined by the interaction of the
people working there, how they are helping each other and how they are working together.
Role culture – This culture is mainly based on the rules that an individual has to follow. In
this culture, the employees are well aware of the roles they are to play.
Task culture – When there is a project and the teams are asked to follow the specific project
then that is called task culture.
Among all these, Tesco follows the hierarchical organisational structure, which is mainly
the task culture where the employees are well acquainted with the works they are to play and
the roles they are assigned to.
The culture is equal to behaviour and it represents the general and proper operating system in
the environment, which has direct relationship to the work performance. The Tesco creates
effective employability methods to create the new performance enhancement and to retain
back the employees. The organizational structure is made in such a way that it can engage the
employees to understand better the work ethics and perform better. The culture helps the
employees in Tesco to meet the personal goals and the goals the goals of the organisation
also. Tesco has prepared a dynamic culture, which helps the employees to become
enthusiastic towards work and to give their best towards their work. The culture is free and
flexible enough to engage the employees in sharing their ideas of betterments of the
companies. Tesco prepares for a different kind of refreshment for the employees where they
organise the cultural programs, which involves the presence of all the employees. This is a
very good gesture towards making the cultural diversity united and this helps the employees
to become free in the workplace once they mix in some program. Eventually this helps in the
performance of the employees and they work towards the good of the organisation.
In addition to this culture, there is a transparency in the workplace. The policies are made
clear to the employees. The transparency motivates and helps the employees to improve at
every stage of the work life. Work culture in the Tesco involves good behaviour with the
employees. The leaders and the managers work very patiently, behave very gently and
manage the team very politely. When the employees get respectful culture in the office
environment they get motivated to work better. Finally, the humble and the integrated group
remain consistent to perform better. The enhancement in the individual performance through
a better work culture imparts positivity on the organisation to perform better.
In an organisation, power is also important to make the work done. The different powers used
are
Legitimate power- The position held from the formal authority. The higher authorities of
Tesco enjoy these powers even after retirement.
Coercive power- This power means, to manage a team by threatening them with punishment.
Tesco does not follow this power.
Reward power- Tesco involves in rewarding the employees and this enhances their interest
in the work. This is a power to make them work better.
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Information power- This means to give information. However, the power ends with the
giving of the information.
Expert power- This is based on the skill of an employee. Then Tesco gives that particular
employee special reward.
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P2 Evaluate how content and process theories of motivation, and motivational techniques,
enable effective achievement of goals in an organisational context.
The companies need to rely on the employees for the production of the goods in a timely and
proper manner. The employees need to learn the accurate roles and apply them in their field of
work role. The company provides motivation to the employees to influence them to work better
and to reward them for their better performance. The main purpose of the motivational theories
in an organization is to motivate it employees within the job role.
Intrinsic Extrinsic
This means motivation to enjoy the job
(Cherry, 2016)
This is motivation to enjoy award
(Hennesseyet al., 2015)
To do some job because it comes from within To do something out of being reprimanded
To solve some puzzle to face the challenge To solve the puzzle to win scholarship
To work because work is interesting To work for getting luxury and high salary
Table 1: Intrinsic and Extrinsic Motivation
(Source: created by the learner)
Motivational Techniques- Tesco follows some motivational techniques, which help them to get
the work done by the employees. They incentivize their employees, which creates
transparency in the work culture. Tesco rest assured with the task given to the employees,
which means they keep trust on their employees. Tesco gives discount in the Gym
membership for their staffs.
In the Tesco, they follow two content theories – Maslow and Herzberg.
In Maslow Theory, Abraham Maslow said that humans are motivated by five main needs
(Healy, 2016). He formed pyramids to tell that at the bottom is the basic need that mainly
motivates people to work for the food and shelter. Once these are satisfied, people need safety
with good jobs. Social needs means to belong in some groups. Self-esteem may rise for
promotion. Exactly at the top, there is self-fulfilment where there is arena for arts, creativity,
interests. According to Maslow, achievement of one level leads us to another. Tesco follows
this and they keep the staff satisfied to retain them.
In Herzberg theory, which again Tesco follows, Fredrick Herzberg created a two-factor theory
for motivation (Osemeke and Adegboyega, 2017.). It showed that there are some factors,
which are true for motivations. In contrast, there is hygiene, which is inadequate among some.
This dissatisfaction can be resisted by the improving the hygiene factor. However, Herzberg
showed that to retain employees they must be given a feel of clean environment.
The above study depicts that Tesco staff can influence even the food in the restaurant menus.
Employees are thus motivated to make the choices that will increase the use of the restaurants.
For the implications of the management and the leadership, the Tesco follows another two
process theories -
Adams equity Theory – In this theory Tesco uses the best leadership and management policy
(Lazaroiu, 2015). Here the leaders give fair and equal rewards to the employees, which is
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actually a very good policy for the leaders to increase the employees’ work power through
motivation. It can be mentioned through some steps like, shares in the success where the
employees who have completed almost 1 year in the office and have done well, they can get
financial year shares in the business. They can save as they earn. Tesco is fair enough to give
the employees a chance of saving 50 pound every four weeks for almost 3-4 years. After that,
the employee is free to choose whether they want to get tax-free bonus or redeem the points.
They can take this whenever they want. After that, Tesco gives the employees the staff
privilege card, which gives almost 10% discount on the Tesco’s products. Leisure time is very
important for everyone to work better and Tesco keeps this point in mind when they give
discounts in the Gym Memberships and the Theme Perks for the employees to stroll and take
leisure time.
These are the theories that Tesco uses. Apart from these, they can use the Vroom Expectancy
Theory to increase the motivation of the people working there (Barba-Sánchez and Atienza-
Sahuquillo, 2017). When Maslow and Herzberg take charge of the relation between the needs
and the efforts to satisfy them, Vroom’s expectancy separates the effort, outcome and the
performance. It assumes the behaviour, which results from the conscious choices among the
alternatives and this helps the employees to understand their needs better to maximise the
pleasure. Expectancy plays the role here, which comes from satisfying the extra needs.
Apart from all these, there lies the Emotional Intelligence of the leaders. This means the power
to control the emotions because emotions of one people can affect another employee.
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Conclusion
The employees come to know about each other when they interact. Interaction is one of the
most important points to know the colleagues, which would further help to perform better
together. The above task deals with the different culture of an organisation and the type of
culture, which Tesco follows for its improvement.
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Part 2
Activity 2
Introduction
This study will deal with the groups and teams of an organization and mainly the effectiveness
of the teamwork in an organisation. Teamwork can lead perfect outcome of the project of an
organisation. However, there are risks of the team works that the organization has to face.
P3 Demonstrate an understanding of what makes an effective team, as opposed to an
ineffective team
To organize a whole project there must be a good team (Schermuly and Meyer, 2016). In
order to form a good team the manager must be effective in forming the team. A team is
basically a group of the people who are working together and they are working independently
and with great cooperation to make a work successful. The main difference between the
group and the team is that a group is mainly a collection of the individuals who coordinate
and exchange their individual efforts. Whereas, team is a group of people who, shares the
common team purpose and challenging goals. The members of the team are committed
mutually to each other and mainly to the goals. The mutual commitment and the cooperation
create the strong bond and the motivation performs.
Demonstration of an effective team – For an organisation to work, the employees need to
work in a team as teamwork makes any performance better as they are effective in making
the work worth successful. The effective teamwork has the following advantages-
Brings in new ideas – In the competitive world, the businesses need fresh and good ideas to
succeed in the market. Any individual cannot alone give all perfect ideas. It is very important
to organise teams to bring in the new ideas. The new perspective from all benefits the
business overall. Business thrives well with a team full of diverse people.
Helps to solve the problem – The collaboration in a team helps to solve the problem. The
team members can exchange their ideas and come up with the creative ways of solving
difficult ideas. By working together, team members can find the solutions at best.
Teamwork is supportive – Teamwork creates the system to make sure that deadlines are
reached and with high quality of the work. When one member lags behind, there is always a
support to pick him up. With the formation of team, the work is done quickly. This creates
unity among all.
Teamwork builds morale – When an individual contributes an idea and the idea is converted
into a successful business then he gets motivated to work better. It enhances the trust and the
trust and confidence and creates commitment to each other.
There are different types of team in an organisation. They are-
Functional team – This is a group of people with common function and expertise and they
work towards same objectives.
Problem solving team – There is a group of people who work on more issues that have been
arisen due to some problems and need to be dealt very effectively. Staffs are incorporated in a
team to solve the issues from different organisational levels with relevant skills to solve the
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issues. Tesco has separate team to solve the issues that arise due any miscobncepotion and
they deal with the customers politely too.
Project team – Project team means a team whose team members belong to many groups,
functions and are mainly assigned to activities for same project. According to need of project,
the team can be divided in sub teams and the members are scattered there. In Tesco, the
members are scattered in different teams to manage the shops and the restaurants.
Virtual Team – This means the team, which is distributed, and work from different
geographical areas. They are named after virtual contacts as they depend on virtual
connection systems like emails, FAX etc. The virtual team of the Tesco does the work in the
social segment.
Tuckman’s Model
Bruce Tuckman’s Team Development model denotes the four phases of the team
development- Forming, Storming, Norming and Performing (Betts and Healy, 2015).
Forming – It denotes the stage where people get to know each other and form the stage of
bonding. They get to know each other’s strength and the weakness. In this stage, people do
not take conflict and they basically play nice as they want to get accepted.
The leader here is essential as they help the team to figure out the role of the team and their
responsibilities.
Storming – In this stage the people has already been safe and the conflicts might start as they
show the different characteristics. The changed personalities might irritate others and can
affect the team’s performance. This is where the team must be together to solve out the
problem. They should not be stuck in this stage. The leader plays a pivotal role by accessing
cleverly and avoiding the jostle among the individuals. The team members must not compete
among themselves.
Norming – In this stage the plan comes together, the team agrees to work upon a plan and
according to the skills set for the project. The leader helps the team by giving decisions and
helping them helping them to learn to complete the task as units.
Performing – Concisely, the team is performing now, it is stable, the goals are clear, and the
conflict is minimal. The leader encourages conflicts of creativity and helps them celebrate the
rewards. The team members are hopeful to each other. The team needs delegation and the
task needs to be done very precisely within the stipulated time. The leader gives instruction of
the project; however the team does not need the assistance or the instruction from the leader.
Finally, he teamed up with Mary Ann in 1977 to add another stage that is adjourning, which
means wrapping up the job assigned and the team breaking up finally. This stage views the
group in a perspective which is beyond the first four stages of the theory. The adjourning
stage id also called mourning stage and this is very relevant to the people in the group and to
the well being. But this is not relevant to the managing as well the developing of the team
which is the main and the central part of the first four stage.
Tesco can use this model for their development in the teamwork and help the formation of a
strong team after the completion of one task.
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Figure 1: Tuckman’s Model for team development
(Source: Natvig, 2016)
In a team, there is always cooperation and competition but the leader of Tesco needs to
manage the team in the way that there arises no conflict among the individuals in the team.
They should work as team and should not compete within the team. There lies the
cooperation among the members. The team member should commit in maintaining the
secrecy among the members and holding the trust. This creates the bond and the cooperation.
The team, which is unable to maintain the cooperation and the peer factors, is ineffective of
maintaining the group bonding. They are incompetent in completing the job assigned in time.
The effective team members should have soft and hard communication skills too. The soft
skills include the problem solving, the adaptability, and the teamwork capacity of an
individual (Ibrahim et al., 2017). The Tesco members have these criteria to work in a team
and they have the hard skills too, which include typing, reading, virtual and the listening
skills. Once Tesco employees are not able to listen to their customers, they cannot serve them
better.
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