An Assignment on Leadership and People Management (GC01553)
Table of Contents
1.0 Introduction.
2.0 Company Overview.
3.0 Effectiveness of leadership, strategy development and organisational behaviours within Tesco Plc
3.1 Effectiveness of Tesco leadership.
3.1.1 Difference between management and leadership.
3.1.2 Nature of managerial authority in Tesco business.
3.1.3 Leadership styles in the Tesco business.
3.1.4 Factors Influencing The Tesco Leadership Style.
3.2 Effectiveness of Tesco strategies development.
3.2.1 The technology functions.
3.2.2 Initiatives taken by Tesco to develop its leadership and organisational behaviours.
3.2.3 Culture.
3.2.3 Training and Support
3.3 Effectiveness of Tesco organisational behaviours.
3.3.1 What is organisational behaviours?.
3.3.2 Issues influencing individual behaviour at Tesco workplace.
4.0 Recommendation for improved leadership effectiveness within Tesco Plc.
4.1 Recommendation for short-term periods.
4.2 Recommendation for long-term periods.
4.2.1 Applying theories to improve long term basis.
4.2.2 How these theories will support Tesco leadership and organisational behaviour.
5.0 Conclusion.
6.0 References.
1.0 Introduction
The effectiveness of organisational behaviour, strategy development, and leadership are significant in the success of business operations. Organisation behaviour is the approaches to interacting with workforces and how people should behave and interact with each other in workplaces. This scientific technique is applied for both organisation’s workforces and management (Mullins, 2007). Leadership is the functions and activities of leaders in a business to lead a group of people through motivation, inspirations and other behaviours in workplaces (Mullions, 2007). The business strategies are the approaches and ways developed by an organisation to operate business activities and to gain organisational goals and objectives (Kotler, 2005). The key aims of developing organisational behaviours, business strategies, and leadership in business operation are to improve business productivity and employee performance, to focus on staffs recognitions and performance with compensation structure and to gain competitive advantages with core competencies. In a word, effective leadership, organisational behaviours and strategies support business to gain their organisational goals and objectives (Mullions, 2007).
This study has critically evaluated the effectiveness of organisational behaviours, strategies and leadership of a particular organisation named “Tesco Plc.”, which is the biggest and leading retailer in the UK. In the first section, the study has given an overview of Tesco and its business activities. In the second part, the study has evaluated Tesco’s organisational behaviours, business strategies and leadership practices. In the third section, the study has recommended Tesco how it can improve its leadership effectiveness in its business operations. Finally, the report has concluded the summary of the study.
2.0 Company Overview
Tesco is the biggest and leading retailer in the UK. It is serving millions of customer every week in its more than 5380 stores with more than 500,000 dedicated and devoted workforces. Tesco is operating in many countries including the USA, Poland, Ireland, China, Japan, Thailand, Malaysia, South Korea, Hungary, Slovakia, Turkey, Czech Republic. Tesco sells groceries and consumers goods, financial services and telecoms. Tesco is now operating both online and offline. Tesco.com is growing very sharply with its secured website and payment methods and gaining customer trust (Tesco Plc, 2014).
Tesco is operating with poor financial performance nowadays in comparison with previous years. In 2014, Tesco profit before tax was 6.9%, where it was 14.9% in 2013. The return on capital employed was 12.7% in 2013 but it decreased to 12.1% in 2014. The growth of earnings per share in 2013 was 14.4%, which decreased to 7.3% in 2014. Total shareholder return in 22.5% in 2013 which declined by 6.3% in 2014. The customer loyalty rate and employee turnover rate was about 70%Â and 30% in 2014 respectively, which were about 75%Â and 25% in 2013 respectively (Tesco Annual Report, 2014).
As a result, the main objectives of Tesco for 2015 are to a) improve financial performance; b) improve customer retention and loyalty level; c) decrease staffs turnover rate; d) to increase sales revenue and profit margin; and e) gain core competencies and competitive advantages.
To gains these aims and objectives Tesco management must have enough knowledge and understanding of its organisational culture and behaviours, the leadership styles and strategies applied in present Tesco business operations, and the real causes of decreased financial and business performance. Then, Tesco board of directors and leaders must have the required initiatives to meet goals and objectives through effective changes required in its organisational behaviours and cultures, strategies and leadership styles. Tesco also needs to identify the critical success factors and the capabilities to gain success through effective strategies.
3.0 Effectiveness of leadership, strategy development and organisational behaviours within Tesco Plc
3.1 Effectiveness of Tesco leadership
3.1.1 Difference between management and leadership
Leadership is the ability of leaders in an organisation to manage the business, to make the right decision for the business at the right times, to lead the business’s people effectively and efficiently. Good leadership is always confident, a good communicator, able to lead his followers, and capable to bring changes in operations. Leaders take immediate actions in challenging goals and objectives, failures, measuring risks and making a decision in business’s difficulties (Mullions, 2007). On the other hand, management follows the activities, policies and code of business conducts, business goals and objectives (Huczynski et al, 2010).
3.1.2 Nature of managerial authority in Tesco business
According to Mullins (2007), managerial authority is the control, delegation, power and responsibility of a manager in business operation. In the case of Tesco business, management is delegating authority and power in the Tesco workplace in building a strong relationship with its workforces and to motivate them to gain their improved retention level and loyalty.
3.1.3 Leadership styles in the Tesco business
Mullins (2007) states that there are four key types of leaderships that are widely applied in the present business world: a) autocratic; b) liaises-fair style; c) democratic; and 4) transformational. Autocratic leaders hold all of the power of decision making and leading people without consulting their followers. Democratic leaders distribute all of the power to its follower to contribute to business decisions. Liaises-fair leaders, act as in middle position between autocratic and liaises-fair style, hold power to make business decisions and to lead teams but give freedom and share power to the followers (Huczynski and Buchanan, 2007). Transformational leaders always look for opportunities to transform the business or to bring potential changes in business operations (Mullions, 2007)……………..
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