Organizations & Behavior Assignment with Tesco and Virgin Group (GC0831)
Table of Contents
Introduction.
Tak 1.
1.1 Compare and contrast Tesco organizational structure and culture in comparison to Virgin Group
1.2 Impact of organizational structure and culture on the businesses of Tesco.
1.3 Factors that affect individual behavior at the workplace of Tesco.
Task 2.
2.1 Effectiveness of leadership styles in Tesco.
2.2 Impact of organizational theory on Tesco’s management practice.
2.3 Analyze ad evaluate several management approaches practiced by Tesco.
Task 3.
3.1 Effectiveness of several leadership styles on motivation in Tesco changing periods.
3.2 Compare the application of different motivational theories within the Microsoft
3.3 Evaluate the usefulness of a motivation theory for managers.
Tak 4. 1
4.1 Explain the nature of groups and group behavior within organizations.
4.2 Discuss factors that may promote or inhibit the development of effective teamwork in organizations
4.3 Evaluate the impact of technology on team functioning within a given organization.
Conclusion.
References.
Introduction
Defining and formulating effective organizational behavior is essential for business organizations. This is because organizations need to deal with people and other stakeholders. According to Mullins (2014), organizational behavior in organizations refers to the approaches and ways of interacting with people in workplaces. Thus, it is essential for the business to define scientific approaches to manage the workers and gain the best performance from them. This paper discusses several issues related to organizations’ behaviors.
In the first section, the structural and cultural practices of organizations are discussed in the case of Tesco and Virgin Group. The second section discusses the leadership styles and managerial approaches practices by organizations including Tesco and Virgin Group. The third section explains the employee motivation and motivational theories and their application in the case of Tesco and Virgin Group. The fourth part of his paper discusses the nature of groups and group activities and how an effective team/group can be build up. Finally, it is discussed how technological development affects the performance of team functioning.
Task 1
1.1 Compare and contrast Tesco organizational structure and culture in comparison to Virgin Group
Organizational structure
The organizational structure refers to the way of managing communication and activities between the employees and line managers. It may also focus on managerial responsibility to achieve organizational goals. The organizational structure is mainly classified as matrix structure, hierarchical structure, and flat structure (Mullins, 2014).
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Hierarchical structure: in a hierarchical organization, there is one president and has few sectors including functions, geography, and products (Mullins, 2014). On the of the example of organizational structure is shown in the diagram below:
Diagram: Hierarchical structure Source: Mullins (2014)
Horizontal or flat structure: flat organization is also called horizontal organization or delaying organization. This structure has fewer levels and sometimes there is no level of middle management. This means the executive and senior management have a direct relationship with the frontline staff (Mullins, 2014). An example of this structure is shown in the diagram below:
Diagram: Flat structure Source: Mullins (2014)
Matrix structure: matrix structure refers to the relationship which is shown as a grid and matrix rather than the traditional hierarchy. In this structure, the staffs have a dual reporting relationship, most importantly to the product managers and functional managers (Mullins, 2014). The example of the matrix structure is shown in the diagram below:
Diagram: Matrix structure Source: Mullins (2014)
Organizational culture
Organizational culture refers to the values, attitudes, values, traditions, and policies of staff in the workplace. This is the shared values and assumptions that have an impact on the employee of organizations and their performance in the workplace (Mullins, 2014). The organizational culture is discussed is as follows:
Power culture: in this organizational culture, the senior and middle managers hold all of the power. The staff does not have voices and freedom of making business decisions (Mullins, 2014). An example of power culture is shown in the diagram below:
Diagram: Power culture Source: Mullins (2014)
Role culture: this culture focuses on individuals who assign particular roles. This culture is appropriate in department and organizations which work in the same workplace, companies, and businesses (Mullins, 2014). An example of the role culture is shown in the diagram below:
Diagram: Role culture Source: Mullins (2015)
Task culture: task culture is work-oriented. This structure reduced power and the senior managers work together with the staff. Most importantly in the matrix organizational structure, this culture is appropriate. An example of this culture is shown in the diagram below:
Diagram: Task culture Source: Mullins (2014)
Person culture: person culture is suitable in the individual organization or small organization like doctors, architects, engineers, barristers, and consultants. An example, of personal culture, is shown in the diagram below:
Diagram: Person culture Source: Mullins (2014)
Comparison of Tesco organizational culture and structure to Virgin Group
According to Mullins (2014), organizational culture, as well as structure, are connected to each other. Although the organizational structure stable for a long time, the organizational culture is changeable because of the changing needs and expectations of employees. The Tesco Annual Report (2016) discloses that it is practicing a hierarchical structure where the middle managers and line managers hold most of the power of the business decision making. In this structure, the employees communicate to the middle or line managers and the line managers communicate to the senior managers. Then, Tesco practices a mix of the role and task culture. The task culture is mainly followed in the big Tesco stores. The role culture is mainly practiced in the Tesco express or the smaller stores in the local areas. Tesco allocates the tasks and responsibilities of its employees and evaluates and monitor from time to time……………..
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