Royal Docks: HR4003 Report on Tesla's Work and Organization

This report provides a comprehensive analysis of the effectiveness of work and organization at Tesla. It begins with an introduction highlighting the importance of corporate culture in today's globalized business environment, and then provides a company overview of Tesla, including its manufacturing of electric cars, solar panels and other automotive parts. The report examines Tesla's organizational context, emphasizing its innovative problem-solving culture and how it empowers its workforce. It also delves into the structure of the organization, discussing the impact of power and politics, governance, and the functional structure. The report also explores the impact of globalization on Tesla, the leadership style of its CEO, and the importance of employee motivation and retention. Furthermore, it discusses Tesla's approach to teams and individual employees, including employee engagement strategies and benefits. Finally, the report reflects on the group work experience and provides a personal reflection on employment, drawing on the insights gained from the analysis.

Managing people and organization 0
Managing people and organization
Student’s Name
12/19/2019

Managing people and organization 1
Contents
Introduction................................................................................................................................2
Company Overview...................................................................................................................2
Organizational Context..............................................................................................................2
The whole organization..............................................................................................................3
Groups and teams.......................................................................................................................5
The individual level....................................................................................................................5
Conclusion..................................................................................................................................6
Part 2..........................................................................................................................................6
Reflection on group work.......................................................................................................6
Part 3..........................................................................................................................................9
A personal reflection on employment....................................................................................9
References................................................................................................................................13

Managing people and organization 2
Introduction
The introduction of globalization has increased the business complexities and also developed
the need to be more competent through effective corporate culture. The efficiency and
effectiveness of the organization depend upon the structure and the culture of the
organization. It is developed through the adoption of effective leadership styles, work process
and systems (Noe, Hollenbeck, Gerhart and Wright, 2017). The additional paragraphs of the
report will highlight the effectiveness of work and organization at Tesla. It will reflect upon
the organization's culture and will include the organization behaviour theories.
Company Overview
Tesla Inc. is an American company that specializes in manufacturing electric cars, solar
panels and also supplies various automobile parts. The company was developed in the year
2000 and currently employs 45000 employees to achieve common objectives (Tesla, 2019).
Organizational Context
In consideration of the increasing business complexities, Tesla adopts the corporate culture
where it considers human resource as a competent resource for developing innovations in the
global automotive business. The company empowers its workforce to search for the ideal
solutions that help the business in sustaining its competitive advantage. The company adopts
innovative problem-solving organizational culture which provides the opportunity to its
employees to develop emerging solutions for the company and in turn increases the
motivation of the employees. The company provides ownership to its employees to take

Managing people and organization 3
responsibility and accountability for the jobs. It adopts the culture where it unifies the
employees into a team and improves the business (Groysberg, Lee, Price and Cheng, 2018).
In order to retain the employees and sustain the competitive advantage, the company is
required to develop an effective reward system and incentives for motivating the employees
and fulfilling their needs. In contrast to the increasing complexities, the globalization of
business also creates immense opportunities for the company to expand its business and hire
globally talented employees. It creates the pressure to consider the macro-environment
factors and accordingly develop the strategies for the successful operation of the company
(Voigt, Buliga and Michl, 2017).
The whole organization
Tesla adopts the innovative problem-solving culture and competes in the automobile industry
through its mission of making continuous innovations and develops profitable solutions. The
operations of the company are also affected by the influence of power and politics. The
involvement of government and organization culture affects decision making and pressurizes
the company to make continuous innovations in its business process. The new rules and
regulations imposed by the government develop the need to ensure more transparency in
operations and be ethically responsible for the environment (Alghalith, 2018).
It is analyzed that Tesla maintains high standards for the employees, directors and officers. It
maintains sound corporate governance and creates the obligation to follow all the set
procedures and standards. The guidelines are modified on a timely basis and in the best
interest of the company. Through this obligation, the company is able to conduct the business
with full authenticity and ethics (Teece, 2018).

Managing people and organization 4
The company adopts the functional structure and has the proper hierarchy for undertaking
decisions. It has an intensive work culture and generally overburdens the employees to
perform complex job roles. They create pressure on the employees to make continuous
innovations and expect speedy actions from employees (Gelfand, Choi and Prokopowicz,
2019).
It is recorded that the CEO of Tesla adopts the combative leadership style and adopts the
behavioral theory to undertake business decisions. This leadership style creates pressure on
the employees to act in accordance with the expectations and the behavior of their leader and
leads to higher dissatisfaction. It hampers the growth of the company and increases the
conflicts in the workplace (Fairyington, 2019).
The company must focus on adopting the clan culture where it must prioritize the needs of its
employees and actively involving them in decision-making. It is observed that the CEO of
Tesla must focus on adopting a transformational leadership style to develop the vision and
also inspires the team to effectively adapt change in the company and boost the morale of the
employees. The company must foster in developing effective employee relations for
increasing the commitment of the employees and driving change in the company (Tru Score,
2018).
It operates in the niche market and hence develops the need to increase the speed and drive
innovation for satisfying the customers and increasing the sales of the company. It maintains
good relations with the suppliers and stakeholders for the successful operation of the
business. The company also focuses on minimizing the waste and efficiently contributes
towards the environment in which it operates (Tru Score, 2018).

Managing people and organization 5
Groups and teams
It is recorded that Tesla operates globally and has centralized management control over its
global operations. It focuses on developing appropriate policies and strategies that inclines
the goals towards the achievement of the common goals. Tesla believes in forming teams
who are responsible for driving innovations and allocates enough resources to perform
business activities and achieve the goals of the company. In ensures proper planning and
global leadership but do not have a personal focus on the individual needs of the employees.
They control the members as a team and implements centralized management control (Tesla,
2019).
The individual level
Tesla does not focus on each employee individually but adopts an active employee
engagement strategy to motivate the employees and increase their commitment. The company
provides the opportunity for ownership through equity grants and discounted stock purchases.
The company also offers health benefits packages to satisfy the individual needs of the
employees and boost their morale. It has also designed a vehicle lease program for its
employees. Tesla has developed employee resource groups that foster the culture of respect,
inclusion and support (indeed.com, 2018).
Apart from the benefits deigned by Tesla it has become imperative to improve the internal
management and improve the overall performance of the company for effective management
of the global operations. It must develop the policies and must consider employee motivation
as its prime goal to ensure efficiency in business operations and sustain the competitive edge
over its competitors (indeed.com, 2018).

Managing people and organization 6
In reference to job designing, the company operates in global locations and recruits talented
individuals to address the problems and can change the world. It includes an inclusive
environment irrespective of caste, gender, and colour and also creates equal opportunities for
the disabled section of the society (Hess and Andiola, 2017).
Conclusion
From the above discussion, it is crucial to note that the company must make changes in its
internal management and must focus more on the individual needs of its employees. The
globalization of business has increased the pressure to retain competent employees and
effectively perform global operations. It is required to adopt the clan culture and reduce the
pressure on its employees.
To increase employee motivation, the company must focus on developing an effective reward
system and recognizing the efforts of the employees. The leader must focus on adopting a
transformational leadership style and effectively implementing the change in the
organization.
Part 2
Reflection on group work
During this module, I have worked within a group of five team members in a seminar, where
the main motive was to generate the various learning structure, which in the future leads to
energizing and rewarding for each of us in a team. Within the team it was earlier decided that
all the work will be done and organized among five of us and thus effective results formation
was are the main motive with the generation of being a high performing team. Further, when
we talk about the team and the group aspect it highlights the basic similarities, such as both

Managing people and organization 7
aspects have two or more individuals. Moreover, interaction among members, both team and
group members has total focus on a set objective and lastly, sharing of information and
resources are always there but in other ways, both also have major differences that affect the
end results at large.
In general, term when we talk about the major difference between the team and the group it
mainly highlights that the group has only one head whereas in the team there is more than
one head. In-group people do not share responsibility whereas in teams, team members share
responsibilities between themselves in order to generate long and effective results or
outcomes. Other than this, the process of the group is to discuss the issues and finally
delegate the tasks to the individuals but on the other hand, the team discusses the various
issues and also arranges solutions for it and collectively finalizing the solution for the
generation of the effective outcomes. Similarly, when I link my learning with the process of
Kolb’s learning cycle, it highlights that diverging makes an individual focus on innovative
and imaginative approach, hence, through an observation power, further actions are set. Thus,
this particular aspect tends to be feeling-oriented (Barker, Lencucha and Anderson, 2016).
Secondly, in terms of team roles, it mainly highlights the people's behavior, their contribution
and relation to others which later highlights the individual's strengths and weaknesses among
the entire group. Similarly, in five of us, one was fulfilling the planning part, the other was
collecting the material and the effective date for the results, other two were focusing on the
executing the set processes and lastly I am working over the results through comparing the
recent performance with the standard one. Under this set situation, we all ensured that there
should be a proper balance among the working team. This aspect ensures that all the members
should gain equal opportunities and do not feel overburdened or stressed due to the excessive
work among an entire team. Lastly, this aspect also helps in identifying each individual,

Managing people and organization 8
diverse range of characters, skills and talents in order to handle complex situations, which
were highlighted within the seminar.
Further, when we talk about the stages of group formation, initially we find it quite difficult
at forming and allocating the members while working in-group, neither there was clarity
among the relations and nor an effective process was established at forming and storming
stage. However, later we realized, I as the leader defined the workings, relationships,
processes among the team, and told them to begin work to optimize the teamwork spirit.
Lastly, we all realized our own work and we all perform dedicatedly, committedly and with
the focus to generate better, effective results.
Addition to it, I as the leader also analyzed that our entire group and I had an effective group
thinking criteria which help in making effective decisions, helpful in completing tasks and
lastly, finishing the set projects criteria quickly and efficiently and thus, all these aspect
helped me and my entire team in competing the set target in seminar. This aspect also helped
us in generating effective cooperation among team members, less stress and more work will
be performed and will be finished timely with fewer conflicts and more of harmony. Group
dynamics, also help us in generating job satisfaction and creates team spirit among members
to work harder. This all help me and my entire team in generating efficient results and
fulfilling the set targets (Boies, Fiset and Gill, 2015).
This all highlights my team, which at initial I thought that, will be difficult to pursue the set
targets and will be considered as a pseudo team. But due to the adoption of various facilities
such as effective group thinking which leads to effective decisions, completing tasks,
working with the team spirit leads to an effective potential team, leads to the real team and
thus, high-performance team leads to the generation of the success at large. Lastly, leadership
in the team worked effectively, as I was the leader understand that motivating the team

Managing people and organization 9
members, clear communicator generates clarity in work, confidence in workings among the
entire team and their workings leads to the creation of success in the long term. Such trust
among the team members leads to effective and efficient workings and also generates long
term success while working in groups or teams. All these highlights certain strength and
weaknesses such as I found certain skills and abilities which helps in coordinating various
activities among the team, team members with group skills for handling various tasks leads to
the generating of easy workings. But in terms of weaknesses, we found that at initial we
found it difficult to coordinate and generating similar thoughts for effective outcomes but
later due to various effective leadership qualities we tend to manage all and lead to generate
success in fulfilling the set criteria of the seminar (Koeslag-Kreunen et al, 2018).
Part 3
A personal reflection on employment
In accordance with my views, maintaining employee relations is crucial for the successful
operation of the business and sustaining a competitive advantage. Under this, the employees
enjoy the ownership and are employed with the power to develop ideal solutions for the
company. In my view, I would like to work in an organization that adopts a flat organization
structure. These organizations are self-managed and empower the employees to undertake
decisions and increase the productivity of the company. It provides the opportunity for the
employees to consider themselves as owners and conduct business decisions that improve the
growth of the company by developing innovative solutions (Cole and Martin, 2018).
The flat organizational structure elevates the involvement of middle-level management and
actively engages the employees in decision making. This, in turn, increases the motivation of
the employees and makes them feel more valued in the organization. It increases the speed of

Managing people and organization 10
communication and develops coordination among employees. Increased involvement of
employees aids the companies in developing a working environment where all the employees
are committed and effectively contribute to the organization's goals (O'Neill, Beauvais, and
Scholl, 2016).
In comparison to it, the formation of matrix organizational structures increases the
complexity of the workplace and increases the chances of conflicts due to increased
accountability on employees. The employees have to be accountable to two bosses and
undertake direct conflicts. The employees feel dissatisfied due to higher accountability and
involvement of various management levels. It creates problems in coordination and creates
complexity in organization relationships. The employees do not get a clear view of whom
they are accountable and in turn, creates difficulty in the operation of activities. It involves
less engagement of employees and creates a higher level of dissatisfaction. The upper-level
management performs the increased leadership roles and involves two chains of command
which in turn creates conflicts and disturbs human relations. It is viewed that flat organization
structure is considered as more productive because here the employees get actively engaged
and develop innovative ideas for the company. The motivation level of employees is high in
this case of organization structure (Graves and Sarkis, 2018).
I have realized that understanding of the emotions and the personality of others helps in
analyzing their behaviour and developing coordination at the workplace. In the module, I
have learned that greater insight into emotional intelligence helps in self-awareness and
controlling of the actions. It aids in making adjustments and develops better professional
relationships. It allows in the creative positive working environment through increased
compassion and better time management. It allows in understanding the personalities of
others and also aids in developing the leadership capabilities for performing the business
activities and creates a cooperative working environment.

Managing people and organization 11
During the seminars, I have gained insight into differences in personalities and emotions. It
helped in coordinating the efforts of diverse group members. It helped me in forming a team
and integrating their efforts towards common goals. I was able to gain confidence and
develop coordination among the members of the team.
In conducting the activities, I realized that I possess soft skills like effective delegation of the
responsibilities and also have the creativity to develop innovative ideas and accomplish the
goals planned by the team. In performing the tasks, I have implemented my financial literacy
and leadership capabilities to effectively lead the activities and manage the conflicts among
the members. In addition to it, I also possess interpersonal skills to effectively interact with
the team members and also helped them in performing the task and achieve the desired
results (Rosita and RS, 2019).
I have unique qualities like flexibility, punctuality and hardworking to perform the activities
in the company. I have the knowledge-based and transferable skills to perform the activities
of the business. In the undertaking of the project activities, I focus too much on the details of
the project and was also getting impatient at the time when deadlines were crossed. I feel that
each candidate needs to improve its expertise for the effective performance of the activities. I
also lack in updated soft skills to add innovation in the activities. This, in turn, creates
criticism and is hampering the activities of the business. I do not possess the ability to take
the risks and expect the finest work from all the group members. This, in turn, creates
dissatisfaction and creates conflicting situations among the team.
In order to overcome the weaknesses, I will focus on developing a personal development
plan. It will help me in tracking my current performance and achieve the standards. I will
learn the theorist approach to develop the ability to make rational decisions. It will allow me
to take the calculative risk and drive innovation in achieving the project objectives. I will also

Managing people and organization 12
upgrade my professional skills by learning new software and upgrading my technical skills. I
will also develop motivation skills to reduce the conflicts and inbuilt trust among all the
members of the group. This will aid me in overcoming my weaknesses and will allow
effective achievement of the group goals. I will set realistic goals and will overcome the
weakness to perform higher jobs and undertake complex roles in the future. However I will
focus on effectively communicating with the team members and developing trust among the
members. I will overcome my weaknesses through development of personal development
plan and setting the targets to be achieved.

Managing people and organization 13
References
Alghalith, N., (2018) Tesla: Innovation with Information Technology. International Journal
of Business Research and Information Technology, 5(1), pp.37-51.
Barker, D.J., Lencucha, J. and Anderson, R., (2016) Kolb’s learning cycle as a framework for
early fieldwork learning. World Federation of Occupational Therapists Bulletin, 72(1),
pp.28-34.
Boies, K., Fiset, J. and Gill, H., (2015) Communication and trust are key: Unlocking the
relationship between leadership and team performance and creativity. The Leadership
Quarterly, 26(6), pp.1080-1094.
Cole, J. and Martin, A.J., (2018) Developing a winning sport team culture: organizational
culture in theory and practice. Sport in Society, 21(8), pp.1204-1222.
Fairyington, S. (2019) What We Can Learn About How NOT to Lead From Elon Musk
[Online]. Available from: https://thriveglobal.com/stories/elon-musk-leadership-style-
hamper-tesla-growth-lessons-tips/ [Accessed 18/12/19].
Gelfand, M., Choi, V. and Prokopowicz, P., (2019) This is how Tesla can improve its
company culture [Online]. Available from: https://www.fastcompany.com/90361545/this-is-
how-tesla-can-improve-its-company-culture [Accessed 18/12/19]
Graves, L.M. and Sarkis, J., (2018) The role of employees' leadership perceptions, values,
and motivation in employees' provenvironmental behaviors. Journal of cleaner
production, 196, pp.576-587.

Managing people and organization 14
Groysberg, B., Lee, J., Price, J. and Cheng, J., (2018) The leader’s guide to corporate
culture. Harvard Business Review, 96(1), pp.44-52.
Hess, M.F. and Andiola, L.M., (2017) Fraud Risk Brainstorming at Tesla Motors. Issues in
Accounting Education, 33(2), pp.19-34.
indeed.com. (2018) Tesla [Online]. Available from:
https://www.indeed.com/cmp/Tesla/about [Accessed 18/12/19]
Koeslag-Kreunen, M., Van den Bossche, P., Hoven, M., Van der Klink, M. and Gijselaers,
W., (2018) When leadership powers team learning: A meta-analysis. Small group
research, 49(4), pp.475-513.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., (2017) Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
O'Neill, J.W., Beauvais, L.L. and Scholl, R.W., (2016) The use of organizational culture and
structure to guide strategic behavior: an information processing perspective. Journal of
Behavioral and Applied Management, 2(2), p.816.
Rosita, R. and RS, T.Y. (2019) The Effect of Burnout, Work Experience, and Work
Motivation on Employee Performance with Emotional Intelligence as Variable
Moderation. JOURNAL OF BUSINESS STUDIES, 4(1), pp.67-81.
Teece, D.J., (2018) Tesla and the Reshaping of the Auto Industry. Management and
Organization Review, 14(3), pp.501-512.
Tesla. (2019) About Tesla [Online]. Available from: https://www.tesla.com/about [Accessed
18/12/19]

Managing people and organization 15
Tesla. (2019) Working at Tesla [Online]. Available from: https://www.tesla.com/careers
[Accessed 18/12/19].
Tru Score. (2018) The transformational leadership style of Elon Musk [Online]. Available
from: https://www.truscore.com/resources/leadership-style-of-elon-musk/ [Accessed
18/12/19].
Voigt, K.I., Buliga, O. and Michl, K., (2017) Driving Against the Tide: The Case of Tesla
Motors. In Business Model Pioneers (pp. 187-198). Springer, Cham.