Organizational Behaviour and Management of People: A Tesco Case Study

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ORGANISATIONAL BEHAVIOUR AND
MANAGEMENT OF PEOPLE
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Table of Contents
LIST OF FIGURES.......................................................................................................................3
INTRODUCTION........................................................................................................................4
Topic 1...................................................................................................................................... 5
TEAM BUILDING AND DEVELOPMENT..................................................................................5
Topic 2...................................................................................................................................... 8
MOTIVATION TO WORK....................................................................................................... 8
Topic 3.................................................................................................................................... 11
LEADERSHIP........................................................................................................................11
IMPLEMENTATION OF THEORIES IN CONTEXT TO TESCO......................................................14
CONCLUSION.......................................................................................................................... 17
REFERENCES........................................................................................................................... 18
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LIST OF FIGURES
Figure 1: TUCKMAN'S STAGES MODEL.....................................................................................5
Figure 2: TUBBS' SYSTEMS MODEL...........................................................................................6
Figure 3: MASLOW'S HIERARCHY OF NEEDS THEORY...............................................................8
Figure 4: VROOM’S EXPECTANCY THEORY...............................................................................9
Figure 5: PATH-GOAL THEORY................................................................................................11
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INTRODUCTION
This assignment will address the organizational behaviour by understanding its meaning as
well as its impact on the people of management. This assignment will lay emphasis on the
role of manager and leader and their influence and impact on the organizational culture,
structure and motivation of the employees. This will also show the working processes in the
organization with leading others, working in a team, the team as well as team dynamics.
This assignment will reflect how the behaviour of people get influenced by the development
and team building by focusing on leadership styles, politics, power and motivation. This will
also show different theories related to the motivation or working style of the management
and at last, it will get implemented in context to the Tesco Company.
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Topic 1
TEAM BUILDING AND DEVELOPMENT
According to Dyer (2015), it is a combined term of various types of actions used for
enhancing the social relations and defining roles of the teams within collaborative tasks.
According to Peralta et al (2018), it is a strategy of retreating team building and
development and engaging team members in the activities in concern of building trust and
improving structural performance.
TUCKMAN'S STAGES MODEL
This model shows the process towards the development of the team which are summarized
in 5 stages such as:
Figure 1: TUCKMAN'S STAGES MODEL
(Source Muller and Turner, 2017)
Forming: this stage includes the formation of a team, the team people are not aware of
what they have to do and what’s the purpose as well as how will they perform with team
members. This stage of team development develops the thoughts of unclear goals,
confusion, hidden feelings, low morale, involvement and poor listening. A strategy of
leadership helps as a coordinator for members by facilitating the goals of teams (Muller and
Turner, 2017).
Storming: At this stage team members are aware of their doings and continue with their
work. They start engaging with arguments of team members about the structure which
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affects the team emotionally. This stage marks hidden schedules, conflicts, instability, anger,
confrontation, lack of cohesion, failure etc. A strategy of leadership helps in resolving
tension and conflicts by developing trust and calm in a working environment (Muller and
Turner, 2017).
Norming: At this stage members of the team establish explicit and implicit rules for
achieving their goals and develop a communication type which might help in the stated task.
This stage involves listening, assertiveness, reviewing objectives, questioning performance,
detecting strengths and weaknesses etc. A strategy of leadership helps in the
implementation of the task by empowering team members and engaging them in the task
(Muller and Turner, 2017).
Performing: This is the stage of showing the performance of the team members as they
themselves implement a solution to resolve their issues by opening relationships,
encouraging initiative, flexibility, learning, high morale, confidence and success to achieve
the goal (Muller and Turner, 2017).
Adjourning: This stage is for the temporary team members who are performing for their
development. At this stage, the leader supports them in expanding initiative for creating the
future of team members (Muller and Turner, 2017).
TUBBS' SYSTEMS MODEL
This model studies the interaction of small teams and leads them to create the development
of their teams.
Figure 2: TUBBS' SYSTEMS MODEL
(Source Dyer Jr, 2015)
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Orientation Conflict Consensus Closure

Orientation: At this stage, members of teams started knowing each other and sharing their
issues as well as ideas for learning about the opportunities and limitations of the project or
task (Dyer Jr, 2015).
Conflict: It is an important part of the development of teams as it allows team members to
evaluate their ideas and urge to participate in the team think and conformity (Dyer Jr, 2015).
Consensus: This stage ends the conflict as the team members start compromising, select
ideas mutually and get agree on substitutions (Dyer Jr, 2015).
Closure: This is the last stage of announcing results where the team members confirm their
support on the decision (Dyer Jr, 2015).
Both of these theories are appropriate for the team building and development as the
Tuckman’s stages model shows 5 stages for the development of team (Muller and Turner,
2017) and Tubb’s system model shows the interaction between the team members for their
growth and development (Dyer Jr, 2015).
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Topic 2
MOTIVATION TO WORK
According to Anam Ahmed (2019), motivation to work refers to energizes employees at the
workplace to perform at their level best. It results from the interaction of unconscious and
conscious factors.
According to Herzberg (2017), motivation refers to the factors of internal and external which
stimulate energy and desire in employees to be constantly committed and interested
towards the job, subject or role for making an effort to achieve the desired objective.
MASLOW’S HIERARCHY OF NEEDS
This theory focuses on motivating the employees by fulfilling their needs so that they can
work effectively for the organization to attain the desired goals.
Figure 3: MASLOW'S HIERARCHY OF NEEDS THEORY
(Source Einstein et al., 2016)
Physiological needs: this is the basic needs of an employee which includes managing the
needs of the human body like water, air, food and sleep. These needs are called instinctive
needs which cannot get fulfilled by their substitutes and all other become secondary needs
(Einstein et al., 2016).
Safety needs: this involves security and safety need for keeping the employees safe at the
workplace which includes the need for securing job, shelter, safe environment and health.
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These needs of safety are vital but are not as essential as physiological needs (Einstein et al.,
2016).
Love and belonging needs: these needs are known as social needs which include love,
belonging, affection and the relationship with friends and families. The employees get
motivated at work when their needs are getting fulfilled (Einstein et al., 2016).
Esteem needs: This need involves fostering pride in the position of the employees at the
workplace which helps them in developing positive feelings of self-esteem and self-worth.
This includes respect, confidence, achievement, self-esteem, accomplishment and
recognition (Einstein et al., 2016).
Self-actualization needs: these are the needs which pertain employee's potential as well as
a realization to their potential. It includes pursuing talent, peak experiences, recognizing
personal potential, personal growth, creativity and self-fulfilment (Einstein et al., 2016).
VROOM’S EXPECTANCY THEORY
This theory is based on three factors of employee’s motivation for working which includes
Expectancy (effort), Instrumentality (performance) and Valence (outcome).
Figure 4: VROOM’S EXPECTANCY THEORY
(Source De Simone, 2015)
Expectancy: in this employees expect that their performance will help them in achieving the
rewards and this also includes the level of difficulties he has experienced while performing.
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This theory believes that more working would result in a better performance which builds
confidence and results in motivation at work (De Simone, 2015).
Instrumentality: this includes the performance of the employees for giving better results by
attaining the desired objectives. The employees think that if they perform well their
expectancy related to performance gets met and results in receiving rewards. The rewards
can be received in the form of promotion, increase in pay, recognition and accomplishment
(De Simone, 2015).
Valence: this is an individual place value of the rewards grounded on the output which are
based on their goals, needs, motivation sources and values. The organization feels that it
helps in finding out the values of employees individually as well as their needs (De Simone,
2015).
From comparing both of these theories of motivation, it is said that employee’s needs must
be get fulfilled for obtaining the best results from the performance. Employees get
motivated when their needs are getting to be fulfilled which is based on their personal
needs or expected needs within the organization (De Simone, 2015).
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Topic 3
LEADERSHIP
According to Northouse (2018), leadership is the ability of a group or an individual for
influencing and guiding other members and the followers of an organization. It involves
creating decisions and setting a clear set of vision for establishing objectives for achieving
them.
According to DuBrin (2015), leadership is an art of doing different things by different people
because the things an individual wanted to do which someone else gets wanted to be done.
PATH GOAL THEORY
This theory is based on styles and behaviours of specific leaders which fit best to the
employees as well as the working environment. This theory helps employees in increasing
motivation, satisfaction and empowerment so that they can become an effective and
productive supporter of the organization (Phillips and Phillips, 2016).
Figure 5: PATH-GOAL THEORY
(Source Phillips and Phillips, 2016)
Instrumental leadership: leaders tell their followers specifically about their performance for
giving better results by attaining the desired objectives. The rules and regulations which are
made by the leaders must be get followed by the subordinates (Phillips and Phillips, 2016).
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Achievement-oriented leadership: leaders challenge their followers and other members to
struggle for the excellence continually at the workplace, where a leader built a high
standard for the performance and expects continues development (Phillips and Phillips,
2016).
Participative leadership: leaders have a cooperative style where they allow followers to
participate in the process of decision-making and welcome their input and ideas for their as
well as organizational development (Phillips and Phillips, 2016).
Supportive leadership: leaders create a friendly and warm environment for showing their
concerns towards their followers and other members. These leaders motivate their
followers by pleasing them with friendly behaviour and approaching them to work best
(Phillips and Phillips, 2016).
SITUATIONAL THEORY
This theory of leadership gets affected by the situation of the working environment due to
the change in the environment and the occurrence of any problem (Lynch, 2015). This
theory involves the interaction of groups and the leaders as well as the people who are
capable of pleasing their desires. In this theory, a leader identifies the requirements of their
followers and follows the methods which depend on the situation for satisfying them
(Lynch, 2015).
Directing: here the leaders direct the newly hired employees about their role within the
organization (Lynch, 2015).
Coaching: this includes the followers developed their competencies but there is need to
focus on specified tasks which help in developing a relationship and building trust between
leaders and employees (Lynch, 2015).
Supporting: here the leader is participative as well as supportive with the follower and this
is the stage of motivating followers and focusing on the relationship (Lynch, 2015).
Delegating: This stage is of allocating the tasks to the followers and taking follow up for
knowing the best results should get achieved (Lynch, 2015).
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