Organisational Behaviour Report: Tesco PLC - Power, Culture, Teams

This report provides an in-depth analysis of the organisational behaviour within Tesco PLC. It begins by examining the influence of organisational culture, power, and politics on individual and team performance, referencing Handy's Culture Model and French and Raven's Power Types. The report then delves into motivation theories, including Maslow's Hierarchy of Needs and Adam's Equity Model, along with practical motivation techniques like emotional intelligence and flexible working hours. A comparative analysis of effective versus ineffective teams is presented, alongside an overview of Tuckman's team development theory. The report highlights the interconnectedness of these elements in shaping employee behaviour and achieving organisational objectives. This report is a valuable resource for students studying leadership and management, offering insights into real-world applications of organisational behaviour principles within a major corporation.

ORGANISATIONAL
BEHAVIOUR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................4
LO1..................................................................................................................................................4
P1 Organisational culture, power and politics............................................................................4
LO2..................................................................................................................................................5
P2 Motivation theories and techniques.......................................................................................5
LO3..................................................................................................................................................7
P3 Comparison between Effective vs Ineffective team..............................................................7
LO4..................................................................................................................................................9
P4 Philosophies of organizations behaviour...............................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Organizational behaviour refers as an understanding human attitude and their needs in the
workplace through which leads motivation in them in order to gain business objectives. There is
a great example of Tesco plc that provides brief information about role of organization behaviour
in the company's success. In this report will describe about role of power, politics and culture in
the context of influencing individuals and team performance.
LO1
P1 Organisational culture, power and politics
Organisational power, politics and culture always affects to behaviour and performance of
employees in workplace, and that’s why top-level management of company have to be focused
on managing these all aspects of organisation in a proper manner.
CULTURE
Existing work culture of the company is very appropriate and favourable for different
employees and workers within Tesco, because upper management of company completely knows
that, no venture can achieve effective outcomes in market place without having effective work
culture (Alqahtani, 2018). According to top-level management of Tesco, there is an effective
work positively affects to performance and behaviour of individuals and teams. That’s why it
always puts its huge efforts for developing its organisational culture.
Handy’s Culture Model
Handy’s culture is very important in order to understand the work culture of an
organisation, which was introduced by Mr. Charles Handy. He was an Irish man, who specialised
in organisational philosophy and culture. According to Mr. Charles, there are four types of
cultures exists in an organisation which has been discussed below;
Power culture: Power culture of the company has always created by top-level management of a
company. In this situation, Tesco’s upper management also has distributed different powers to
different people. For example; a leader has power to order its employees for completing nay task.
Task culture: Task culture also affects to employees’ behaviour and performance in workplace.
Basically, task culture formulates by various team leaders and line mangers of company, because
they give different tasks to their employees for achieving final goal of the Tesco.

Role culture: Role culture also a part of organisational culture within Tesco. According to
Handy’s role culture, top-level management of company has always required to give various
roles to its employees to play for achieving various objectives of company in decided time
period. For example; a store manager needs to play role by conducting various managerial
activities.
Person culture: Person culture is another major culture of an organisation according to Charles
Handy, in which he said that, each person or employees always wants to be appreciated and
valued by its upper management (Leithy, 2017). So that, Tesco’s upper management has always
required to value its each person or employee in workplace.
POWER
Power is another major aspect within the organisational structure of Tesco, in which this
also highly affects to behaviours and performance of employees. In this situation, top-level
management of company have to ensure that all people are using their respective power in
ethical manner or not. This is necessary to management, because when any person uses its power
unethically, then this factor can negatively affect to performance and behaviour of people. There
is French and Raven’s model of power has been used below for properly understanding the
power aspect of Tesco.
French and Raven’s Power Types
According to French and Raven, there are basically five types of power exists in an
organisation which uses by various people for managing behaviour and performance of
employees and teams in workplace. These all five types of power have been discussed below;
Coercive power: This power generally refers compulsory power that many of people can
implement in own present job role when they require to use it necessarily. Suppose, a leaders use
its power to punish an employee when it not works according to guidelines.
Reward power: Reward is another major power within the workplace which mostly uses by
upper management, line managers and leaders of Tesco for rewarding its high performers in
workplace.
Legitimate Power: legitimate power focuses on social rules, where top-level management of
Tesco need to use this power to work in the wellbeing of individuals and employees. Basically,
this legitimate power uses by company to promote ethics in workplace.

Referent Power: Referent power uses by senior manager at Tesco, which enables to command,
measure, direct and monitor various teams and individuals of company. This power contributes
in running all organisational activities in a proper channel.
Expert Power: Experts power is another major in an organisation which mainly uses by people
who has special talent or skills (Ik and Azeez, 2020). A person who is expertise in an area of
knowledge, then it has enabled to use this power.
POLITICS
Politics is basically an informal and unethical attempt which has conducted by people in
an organisation for achieving personal benefits. Top-level management at Tesco is completely
against the politics, and it always tries to avoid politics aspects in its daily practices According to
Chanlat’s attributes of political behaviour, the politics always negatively affects to people in
workplace of an organisation, and that’s why Tesco should always remove this element from its
organisational operations.
Evolution
There is great relationship exists between politics, culture, power and motivation within
Tesco, in which upper management of company have to systemically manage the impacts of
these all aspects to improve behaviours and performance of all employees.
LO2
P2 Motivation theories and techniques
Content theory
MASLOW HIERARCHY NEED THEORY
Physiological needs-
This are in general referred as basic needs of human such as food, air, water, shelter, and
others, but in context to employees of TESCO it refers to needs that managers of company need
to fulfil which can be in terms of providing suitable and comfortable working environment,
providing necessary breaks to use bathrooms and to eat and drink, reasonable working hours and
many others.
Safety needs –
This are needs that provides employees with sense of well-being and security at
workplace. Employer at TESCO should ensures that it accounts to safety needs of employees by

providing working conditions that are safe enough, secured compensation that relates to fair
salaryand job security .
Social needs-
It relates to needs of belongingness and love where it ensures that employees of TESCO
dont feel left alone as managers needs to ensure social needs of employees are fulfilled by
making sure that employees know each other, by cooperation between employees through team
work and various others (Fallatah, Syed,2018).
Esteem needs-
This needs refers to needs of respect and self esteem where TESCO should ensure that it
accounts to esteem needs of employees by providing praise and recognition when its employees
perform well by giving them extra responsibility or can be by promotion and others
Self actualisation needs
It describes needs of employees to reach at full potential where managers at TESCO
should fulfil needs of employees by providing them with opportunities with challenging work,
participate in decision-making process and various others.
Company if fails to take into consideration all above may result in high rate of employees
turnover leading to dissatisfaction among employees which decreases there productivity.
Process theory
process theory states that workers only acts when they have expectation that their work
brings desirable outcomes. Process theory is organized to lead motivation in a team so that they
put more efforts in the workplace which automatically helps to gain proposed goals and
objectives.
Adam's equity model
This motivation model is proposed by Stacey Adam's who stated that organization must
keep fair balance between output and input. Input means the person who puts their efforts in the
workplace to meet company from it's proposed goal and objectives (Oh and Farh, 2017). On the
other hand output means company which gives satisfying salary and services against company's
efforts. However, Tesco always try to create keep balance between input and output by regularly
rewarding individuals accordingly their performance in the company. But there are some
consequences that takes place when company unable to keep balance between output and input
such as:

 Input>Output: According to this situation, when employees put more efforts in their
working and honestly achieves all allocated targets to keep hope that they will get good
financial benefits. But when organization does not offer against of employee's
performance that brings dissatisfaction in them for the job and services then they seek for
the job elsewhere, wherein they get value of their work.
 Input<Output: This situation takes place in a case when employees do not give their
performance accordingly company's needs but in exchange achieve good salary that leads
competitive disadvantage in the company.
From the above discussion, it can be analysed that Tesco needs to pay high attention to
maintain idea situation between output and input (input=output) then it will enable to motivate
whole team in the workplace to gain proposed goal with full dedication (Velten and Lashley,
2018).
Motivation techniques
 Emotional intelligence
It is one of the best motivation technique through which management of Tesco can influence
individuals and team to adapt new emerging in the company and maintains their well-being.
With this motivation technique HR professionals is not only enabled to understand needs of
individuals but also motivates them to give productive performance in the workplace.
 Flexible working Hours
It is best one motivation technique that offers by Tesco to reduce stress level of employees in the
workplace which they often feel during peak period. Leaders of Tesco always flexible with time
that leads relaxation in individuals and team and encourages them to give productivity in their
working.
Thus, different motivation techniques are used by Tesco plc to stay motivated it's staff in
the company so that they ever ready to take emerging change in the business (Swantek and
Peden 2016).
LO3
P3 Comparison between Effective vs Ineffective team
Attributes Effective Team Ineffective team

Definition The effective team often made
up who easily mix well and
posses' necessary skills to
perform variety of work. That
is one of the major reason
behind of developing effective
team.
On the other hand, ineffective
team are such team wherein
individuals do not mix well
and do not have any skills to
perform different work. Lack
of training this team become
ineffective.
Decision-making Team leader of effective team
always conducts meeting and
involves all team members and
encourages them to keep their
view tin order to lead
effectiveness in decision-
making process.
On the other hand, team
leader of ineffective team
takes all decision without
involving team members and
implements on them due to
this team do not put their
100% in task achievements.
Conflict-Resolution Team leader of effective team
organize meeting for the team
and asks them to share their
issues and resolves them
within time so that all team
member can focus on proposed
goal.
On the other hand, team
leader of ineffective team
always try to avoid conflicts
that often brings dispute
between team and team
leaders.
Tuckman's team development theory
There are five phases of tuckman's team development theory such as forming, norming,
storming and performing. This theory is used by Tesco plc to develop effective team so that they
support to rise globalization and digital technology through which company can get financial
benefits. Phases are mentioned below:
 Forming stage: It is a primary stage of team development wherein team leader of the
company conducts meeting and involves all staff then explain reason behind of team

development so that individuals understand significance of team development and puts
their 100% at the workplace.
 Storming: It is another phase of team development wherein team leaders delegates
different tasks in a team so that individuals interact with each other at personal level.
However, this stage leads more complication or conflicts among team members because
each wants to give preference their views so in that state, team leaders plays vital role to
resolve conflicts them so that who team member can work as unit while working on
common project.
 Norming: It is another stage that undertakes by team leader of Tesco. In this phase each
team leader of different teams segregate different roles and responsibility to individuals
so that they give their best performance as effective team.
 Performing: It is last phase of team effective team development theory wherein each team
and their members become quite familiar with their project and their team then enable to
perform tasks effectively without need of supervision (Fatehi and Derakhshan, 2019).
Team leaders of Tesco has applied this team development theory to develop effective
team wherein team has supported company to expand it's business at global level as well as
digital presence in the retail sector.
LO4
P4 Philosophies and concepts of organizations behaviour.
There are concepts and philosophies of organisational behaviour always affects to
employees’ performance and behaviours in both manners negatively and positively.
Path Goal Theory
There is path goal theory is very helpful to Tesco for gaining appropriate outcomes in market
place (Ruck, Welch and Menara, 2017). Currently this theory has adopted and implemented by
many organisations and companies for systematically managing performance, productivity and
behaviours of employees. This theory generally provides four key components to a company
which has been discussed below for Tesco Directive Path
There are various manager and leaders at Tesco has highly required to give roles and
responsibilities to various people in very proper manner. They should make a proper path to

different employees and teams for achieving final objectives of the Tesco. This is necessary
leaders and managers for positively affecting performance and behaviour of employees and
teams. Participative Leaders
The leader with Tesco has to be very participative in its daily operations, because this is
necessary to maintain an effective relationship with various team members and employees in
workplace. A participate leader always motivates and encourages to people in workplace for
working hard. Supportive leaders
The leader should have very supportive to various employees or people, because sometimes
an employee requires the support of its leader to complete any task in a proper manner. A
supportive leader can easily formulate an effective team work as well. Achievement
Achievement is the final output of all activities which has conducted by different employees
and leaders of Tesco. In this situation, when company achieves its final target or goal, then
should celebrate it with its different employees, and then this step will positively affect to
performance and behaviour of various people and individuals.
Custodial organizational behaviour model
There are providing safety and security to various employees in workplace is too mandatory
task for leaders and managers at Tesco, so that they should take quick actions towards making a
safe and secure in well-being of employees (McShane, Olekalns and Martin, 2018). There are
retirement plans, healthcare and incentives, etc. very necessary to an employee while working in
an organisation, so according to model of behaviour, there is top-level management of Tesco
should provide these all facilities to various people in workplace. After considering these all
factors, Tesco’s management will be enabled to positively affecting performance and behaviours
of teams and individuals in daily organisational operations.
CONCLUSION
On the basis of above findings, it can be concluded that top-level management at Tesco
should make an ethical culture in its workplace, because in an ethical culture all people can play

their roles and responsibilities in an ethical manner. There are many theories and models has
been mentioned above in this report which upper management should adopt to positively impact
behaviour and performance of all individuals and teams within Tesco.

REFERENCES
Books and Journals
Alqahtani, M., 2018. The impact of organisational justice on employees’ job performance and
helping behaviour: a multilevel approach. (Doctoral dissertation, Aston University).
Fallatah, R.H.M. and Syed, J., 2018. A critical review of Maslow’s hierarchy of needs.
In Employee Motivation in Saudi Arabia (pp. 19-59). Palgrave Macmillan, Cham.
Fatehi, K. and Derakhshan, F., 2019. Appendix B: Major Motivation Theories. International
Business Management, p.422.
Ik, M. and Azeez, A. A., 2020. Organisational green behavioural change: The role of Change
Management. International Journal of Entrepreneurial Knowledge. 8(1). pp.34-48.
Leithy, W. E., 2017. Organisational culture and organisational performance. International
Journal of Economics & Management Sciences. 6(42). pp.1-10.
McShane, S., Olekalns, M., and Martin, A., 2018. Organisational behaviour.
Oh, J.K. and Farh, C.I., 2017. An emotional process theory of how subordinates appraise,
experience, and respond to abusive supervision over time. Academy of Management
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Ruck, K., Welch, M. and Menara, B., 2017. Employee voice: an antecedent to organisational
engagement?. Public Relations Review. 43(5). pp.904-914.
Swantek, J. and Peden, J., 2016. The Influence of Group Development on Stress Appraisal and
Coping Responses of Expedition Trip Leaders.
Velten, L. and Lashley, C., 2018. The meaning of cultural diversity among staff as it pertains to
employee motivation. Research in Hospitality Management. 7(2). pp.105-113.