Organizational Culture, Politics, and Power in Tesco

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[University name]
Organizational Behaviour
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ORGANIZATIONAL BEHAVIOR
Table of Contents
Introduction......................................................................................................................................3
P1:....................................................................................................................................................4
Influence of culture......................................................................................................................4
Hofstefde’s dimensions of Culture theory and application.....................................................4
Implication of Hofstefde’s dimensions of Culture theory over Tesco....................................5
Principles of Network theory and Systems theory..................................................................5
Influence of politics.....................................................................................................................6
Personal change:......................................................................................................................6
Decisional change:...................................................................................................................6
Structural change:....................................................................................................................6
Organizational change:............................................................................................................6
Influence of power.......................................................................................................................7
Contingency approach.................................................................................................................7
Path-goal theory approach...........................................................................................................7
M1:...............................................................................................................................................8
D1:.............................................................................................................................................10
P2:..................................................................................................................................................12
Implication of motivational theories and concepts in Tesco.....................................................12
Content theories.........................................................................................................................12
Maslow’s hierarchy of needs.................................................................................................12
Herzberg’s two-factor theory.................................................................................................12
Process theories.........................................................................................................................13
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ORGANIZATIONAL BEHAVIOR
Vroom’s expectancy theory...................................................................................................13
Adam’s equity theory............................................................................................................13
M2:.................................................................................................................................................15
Usefulness of motivational theories, approaches and concepts in Tesco..................................15
D2:.................................................................................................................................................16
Belbin’s typology for managing effective teams.......................................................................16
Tuckman’s team development model........................................................................................17
Conclusion.....................................................................................................................................19
References......................................................................................................................................20
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ORGANIZATIONAL BEHAVIOR
Introduction
This assessment aims to understand the impact of organizational behaviour over the individuals
by analyzing influence of organizational culture, politics and power in Tesco. This study aids to
interpret the way team performance and behaviour is influenced by the organizational behaviour.
Elements of organizational behaviour are important for elevating the performance and
productivity rate of the employees. Moreover the motivational theories, models, techniques and
concepts are discussed in the assignment for evaluating different ways to influence the behaviour
of others. Assessment of an individual’s performance is important but evaluation of group
performance is more important for achieving sustainable growth in terms of market
capitalization, expansion and employee satisfaction. Knowledge of organizational behaviour is
important for enhancing the operational effectiveness and interpreting the probable human
activities in the context of corporate business scenario.
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ORGANIZATIONAL BEHAVIOR
P1:
Tesco is one of the leading UK-based based multi-national retail company who has been
operating in several countries with more than 6,800 retail outlets and serving more than 82
million customers weekly. Though the company has been operating in online platforms, there are
around 450, 000 employees who are serving for better customer experience. Effective and
practical knowledge on Tesco’s organizational behaviour can be attained by analyzing the
influence of culture, power, motivation and politics over the business environment (Tesco plc.,
2019).
Influence of culture
Culture has been predominantly influencing the organizational structure in domestic as well as
international workplace. In the 21st era of technological advancement, fast networking and
communication has enabled the companies to reach to the global customer base. Knowledge on
cultural difference, common values, attitude and tradition has been of immense importance in
case of multi-national corporations to venture in several nations and spread their business
(Norton, Zacher and Ashkanasy, 2014).
Hofstefde’s dimensions of Culture theory and application
As per this model of Hofstefde’s dimensions of Culture theory, inter and intra regional cultures
can be segregated into five several elements. Understanding of cultural difference is critical for
gaining edge over their competitors and expanding their business in the global market.
Implication of this model is beneficiary for understanding the way work place culture, leadership
skills and national culture vary from one nation to another nation. The values, goals and
behaviour can be judged upon these below mentioned factors.
Individualism – collectivism:
Country like panama is considered as the nation that believes in collectivism and the companies
that need to promote their products need to consider the overall community groups. Nations that
promote high individualism expect rewards individuals for their personal achievement and their
personal space, moral values and thoughts are respected.
Power distance:
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ORGANIZATIONAL BEHAVIOR
Power distance index indicates the distribution of power in the society in terms of implementing
changes and implicating severe decisions over others. High power distance index means those
countries promote complex hierarchical organizational structure whereas low power distance
index means dispersed power distribution exists in that society (Mitchell and Schmitz, 2014).
Uncertainty avoidance:
Rigid-minded, conservative work flow and less encouraged to intricate changes in the
operational procedure can be regarded as the characteristics of the countries with high
uncertainty avoidance index. In contrast the countries that promotes strategic changes and
implication of new work process score attained low uncertainty avoidance index. Leaders and
employees are solely responsible for implementing strategic changes successfully. For instance
progressive vision and leadership skills enable a leader to take calculated risks toward a new
venture in to the market.
Masculinity-femininity:
Masculinity-femininity factor helps to identify the societal beliefs regarding gender partiality
(Mathumbu and Dodd, 2013). For instance mostly the Asian countries operate in patriarchal and
traditional societal environment that considers strong ego, less negotiation, less discussion and
change whereas European countries consider strong inter-relationship and negotiating behaviour
in the society.
Short term-long term orientation:
Mostly this dimension considers the time frame in terms of societal orientation. Short term
orientation means that the quick results and instant feedbacks are important but in case of long
term orientation modesty, ethical behaviour and honesty are valued as essential part of the
societal norms.
Indulgence-restraint:
This dimension mentions how society can influence one’s way of suppressing and oppressing
gratification. A highly restraint society does not allow too much of gratification in one’ sown life
and pessimistic lifestyle is promoted whereas highly indulged society means that societal norms
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ORGANIZATIONAL BEHAVIOR
and flexible working lifestyle are encouraged. Moderately regulated and optimistic workplace
environment are important for elevating the productivity rate of the employees (Kaur Sahi and
Mahajan, 2014).
Implication of Hofstefde’s dimensions of Culture theory over Tesco
Being a UK-based company the company must be influenced by the British life style, food habits
and customer preferences. The company must consider this framework before venturing into
other nations.
Hofstefde’s dimensions of Culture theory is essential for leaders for managing large and
culturally diverse team, connecting with the employees and gaining the best output from them.
Lack of knowledge on cultural diversity would create cross-cultural gaffe in the workplace and
lower the productivity rate of the employees (Mahembe and Engelbrecht, 2014).
Principles of Network theory and Systems theory
As stated by Coccia, (2015) system is built by the inter-connection among several attributes can
be of different types like natural, artificial, conceptual, dynamic, theoretical and static. Exchange
of internal attributes of the system has generated the below mentioned key systems approaches.
General Systems Theory
Effective adaptability skills are focused under this general systems theory. The inter-relation and
collaboration between the management and business environment are essential for the elevating
the adaptability skills of the employees in an organizational context. Additionally two stages of
adaptability skills, counteraction and amplification are helpful for fostering the work culture. In
contrast Elsmore, (2017) referred that social and technical components are critical for socio-
technical approaches of viable systems model. Stakeholders like people, suppliers, consumers
and leaders are part of the social components of a firm and technological instruments and
machines are regarded as the parts of technological components of a system.
Cybernetics
In this kind of system different level of complexity and work process are considered. Hence the
adaptability skills are also important in such system.
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ORGANIZATIONAL BEHAVIOR
Organization
An organization is based on effective and balanced input and output of ideas and energies to
attain the organizational goals. Organizational systems approaches also include technical and
social factors (Odetunde, 2013).
Influence of politics
Personal change:
To understand the way influence can lower and elevate the performance scale can be observed
by differentiation between organizational political structures. Based on the type of political
influence, politics can be further divided into decisional, structural and organizational changes.
Decisional change:
Workplace decisions in terms of strategic activities change of organization vales are part of these
decisional changes.
Structural change:
Structural changes like exchange of job role, change of working techniques, change of
supervision etc. are regarded as critical parts of structural changes.
Organizational change:
The al together organizational changes are regarded under this segment. Critical, time taking and
complex organizational changes are implemented by an organization for promoting the changes
at small, medium to larger sector of the job hierarchy (Zaini et al.2018).
Influence of power
Executive Board members and Board of Directors of Tesco are responsible for implementing
new business ideas, transcending major decisions and objectives in the workflow (Hashim and
Wok, 2014). For spreading business into other nations and merging with other companies Tesco
could have take managerial steps mush more qu company needs to abide by the governmental
policies (Pennington, 2014). Power distribution among the Board member in terms of board
activity is mentioned below.
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ORGANIZATIONAL BEHAVIOR
Board activities include overlook the financial risks and performance, company portfolio
updating, situational analysis, talent management review of businesses.
Contingency approach
Fiedler’s Contingency approach framework is based upon the leader-employee relationship,
reward effectiveness, task structure and kinds of situation where leadership expertise is
important. Based on the intensity of leadership situations (very favorable, favorable, unfavorable,
very unfavorable) managerial tasks can be bifurcated into task-oriented managers and risk-
oriented managers (Freeman, 2015).
Path-goal theory approach
This framework is mainly based on leadership styles and situational factors. Directive,
supportive, participative and achievement oriented leadership styles are varied with the business
environment and the entities.
Tesco follows supportive leadership approach in their business environment that includes strong
networking and connection among suppliers, manufactures, corporate deals, outlet owner and
most importantly the consumers (Thenmozhi, 2015).
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ORGANIZATIONAL BEHAVIOR
M1
Critical analysis of the core organizational cultures, Powers and the politics on the
individual behaviour performance and the team behavior.
According to Coccia (2015), it can be further noted that the organizational culture, politics and
power are the one of the most crucial elements for the development of the team. Moreover, it
can be assessed that with the help of the organizational culture, politics and power, core
behavioural attitudes of the members and workers of the team can also be ascertained. The
organizational culture is one of the most effective aspects in the organizational culture, politics
and power phenomenon and these are all very essential for the core enhancement and the
development of the business corporation. On the other hand, it can be noticed that, Mahembe and
Engelbrecht (2014) contradicted with the above statements. It has been noted that organizational
structure or the culture is the invincible part of the organization, but organizational culture,
politics and power cannot be used or it does not contain same usefulness for the core uplift of the
business entity called Tesco. The improper application of the core politics and power within the
organizational culture can degrade the trust value and the goodwill of the organization in front of
the internal shareholders and the external stakeholders of the Tesco PLC (Mahembe and
Engelbrecht, 2014).
Moreover, (), has stated and suggested that all the organizations like Tesco PLC, should maintain
their values and retain their practitioners with the help of limited implications of the power and
politics. The maintenance between the factors has been one of the primary tasks that the business
entities should follow for increasing the performance and the behaviour of the team (Estiri et al.
2018).
It can b further observed that the Tesco has also initiated for spreading the business into other
nations and merging with other companies Tesco could have take managerial steps mush more
qu company needs to abide by the governmental policies. Power distribution among the Board
member in terms of board activity is mentioned below (Elsmore 2017). The directors and the
chief executive officers, those are engaged with the power accumulation and the politics
overlooked the financial risks and performance, company portfolio updating, situational
analysis, talent management review of businesses. for In the recent years, it can be observed that
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ORGANIZATIONAL BEHAVIOR
the leaders of Tesco PLC, who has structured the whole framework leader-employee
relationship, reward effectiveness, task structure and kinds of situation where leadership
expertise is very important for the whole business and the organizational culture. The whole
concept is purely based on the intensity of leadership situations and the managerial tasks can be
bifurcated into task-oriented managers and risk-oriented managers (Cooper et al. 2017).
In the organizational culture of the Tesco PLC, it can be observed that the whole framework is
mainly based on leadership styles and situational factors. The board of directors and the chief
executive officer of the Tesco PLC has installed the directive, supportive, participative and
achievement oriented leadership styles for the goodness of the organization and also increasing
the productivity of the employees at the same point of time. Besides, the organization has also
varied with the business environment and the entities for the further enhancement in the future
years.
In the recent years, it can be observed and noticed that Tesco PLC has been following supportive
leadership approach in their business environment that includes strong networking and
connection among suppliers, manufactures, corporate deals, outlet owner and most importantly
the external stakeholders and the internal stakeholders of the business entity (Becker et al. 2016).
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ORGANIZATIONAL BEHAVIOR
D1
The critical evaluation of the core relationships between the politics, culture, power and
the motivation within the organizational culture
Understanding of organizational culture, power distribution, politics and motivation are
important for recommending the best solutions and strategies that Tesco can implement in its
workplace to attain sustainable group performance (Rigtering and Weitzel, 2013).
It can be hereby observed in case of the politics and culture within the organizational culture of
Tesco, Hofstefde’s dimensions of Culture theory has been used by the managers and the upper
level employees and they have stated that inter and intra regional cultures can be segregated into
five several elements. The main motive of the directors for establishing a secured relationship
has been to make a strong bonding of politics and powers with the cultural difference, which is
much critical for the competitors in getting and receiving the prior competitive advantages and
expanding their business in the global market. Thus it can be understood from the study that
implication of this model is beneficiary for understanding the way work place culture, leadership
skills and national culture that has varied from one nation to another nation. On the other hand, it
can be observed that the values, goals and behaviour can be judged upon these below mentioned
factors and thus building a strong relationships among the culture, politics powers and
motivation (Bail 2017). Moreover it can be noticed that in order to understand the way it has
been influenced can lower and elevate the performance scale of the business. Furthermore the
scenario can also be observed by differentiation between organizational political structures. In
addition the concept and the phenomenon is totally based on the type of political influence,
politics can be further divided into decisional, structural and organizational changes.
In case of the core relationships between the politics, culture, power and the motivation, it can be
noted that the employees of the Tesco PLC has believed in collectivism and the companies that
need to promote their products need to consider the overall community groups. On the other
hand, it can be further noted that the organization or nation that promotes high individualism
should expect rewards individuals for their personal achievement and their personal space, moral
values and thoughts along with the core enhancement of the productivity within the restricted
timeframe. In case of the power distance index, it can be observed that it clearly indicates the
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