Table of Contents
Overview of organization 1: Greggs plc.
Overview of organization 2: Tesco plc.
The organizational structure of TESCO.
Organizational Culture of TESCO.
Organizational Structure of Greggs.
Organization Culture of Greggs.
Compare and contrast organizational structure between Tesco and Greggs.
Compare and contrast Organizational Culture Between Tesco and Greggs.
Impact of organizational structure and culture on Tesco performance.
Impact of organizational culture and structure on Greggs.
Organizational culture comprises expectations, philosophy, and other experiences that hold the organizations together. It is totally dependent on shared attitudes and written and non-written rules of the organization. The hierarchical implementation of the staff of the organization, according to their scope of work and position is defined as the organization structure. The structure is totally dependent on the objectives to be completed by the organization. This chapter has discussed and compared and contrasted the culture and structure used by Tesco plc and Greggs plc.
The organization can be structured in several ways: a) by function, for instance, finance, operations, marketing, etc; b) by region; c) by-products, for example, support, delivery, consultancy, etc; d) in work teams, such as customer groups (Mullins, 2010).
According to Mullins (2010), many organizations structure in a recognizable way or traditional way of applying hierarchy, which orders a group of people or things within a system. It also describes the status of people and reporting levels in the structure.
Diagram: hierarchical structures
This kind of structure is pyramid-shaped, where at the top of the pyramid is a single person who directly reports a small number of people. Each of these people has to report their supporters moving down the structure. This structure uses clear reporting lines and easy to define teams and their members and their relation to other teams in the system. However, in this structure people may feel stuck in a silo and miss opportunities for co-operation both for the organization and team members.
On the other hand, many organizations use a flat structure, which takes out levels of hierarchy creating a flatter organizational structure.
Diagram: flat structures
In this structure, there are fewer levels that describe in a flat structure, where there is one person at the top of the structure with everyone else reporting to them on an equal level. The key advantages of this structure are; a) people feel more involved taking more responsibility; b) more effective communication; c) better team spirit, lower costs, less bureaucracy, and easier decision making. However, this structure some demerits: a) decisions may get stuck in consultation with many people; b) people can have matrix management where may need more than one managers; c) limited to smellers organizations; d) the functions of each section may get blurred as the roles merge.
Some organizations use matrix structure, where relationships are set up as a matrix or grid. In this structure, staffs have dual reporting relationships, generally to both product managers and functional managers.
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Diagram: matrix structure
This structure is effective in using resources efficiently because experts and equipment are shared across projects, staffs have to communicate with many people, and information flows both across and up through the organizations. However, this structure is the most complicated one which may create conflicts among resources………………..