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Introduction - Leadership and management approaches with organization Assignment
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Slide 1: Cover Slide
Slide 2: Overview of the organisation
Tesco plc. is one of the multinational groceries in Britain headquartered in Welwyn Garden City, England. In terms of gross revenue, it is the third largest retailer. It has five stores across Europe in five different countries. The company was founded by Jack Cohen in the year 1919 and serves a huge area along with a huge population. It generates revenue of £64.760 billion (2020) and employs a total number of 423,092 employees. The company has expanded its services and range of the products globally. It has diversified their product which ranges from books, furniture, petrol, toys, software, financial services, internet services, and telecoms and so on.
Slide 2: Organisational Structure and its relationship with organisational culture
The organisation of Tesco follows a structure of hierarchy. This is to ensure that there is a proper facilitation and division of work in all the positions in order to ensure that the work is done in an efficient and smooth manner. The structure of the organisation consists of five committees that report to the board of the company. There are 11 executive committee members of the company that are handled by Group Chief Executive Dave Lewis (Asatiani et al., 2021). Tesco consists of 10 board members who significantly take part in all the changes that take place within the company.
The infrastructure of the organisation enables various practices that helps an organisational culture to run smoothly and efficiently within Tesco. The facilitation of practices and organisational activities leads to strengthening organisational culture which fosters creativity and innovation within the company giving it a competitive edge in the marketplace. As the structure of Tesco is hierarchical in nature, and the operating structure of the company is decentralised which helps in facilitating information that is passed down from the higher authority to the employees at a lower level. This allows every employee to participate in the decision making processes of the company and share their creative and innovative ideas for the growth and success of the company.
Slide 4: Leadership and management approaches within Tesco
The leadership approach in Tesco is autocratic, democratic and Laissez-faire leadership style that has been implemented by the leaders within the organisation. Implementation of an autocratic approach has enabled the company to ensure uniformity of the command and implementation of the decisions and the policies in a very controlled manner (Courtney et al., 2021). The democratic approach has enabled the employees to stay motivated and encourage them to showcase their skills and creativity which increases the productivity and profitability of the company. With the help of the Laissez-faire approach, the company has been able to strengthen the bonding between the employees and the management. The leadership within an organisation is one of the major factors that influence the behaviour of the group and team members. These leaders motivate and inspire the individuals to achieve the goals and objectives of the company and also help in gaining success for the group.
Whereas the management style within Tesco is democratic as the operating structure of the company is decentralised in nature which helps in facilitating information that is passed down from the higher authority to the employees at a lower level. This allows every employee to participate in the decision making processes of the company and share their creative and innovative ideas for the growth and success of the company. The management of the company believes in providing the employees with rewards and incentives that allows them to keep the employees motivated and achieve the functional goals and objectives of the company to contribute to its growth and effectiveness (Sattari et al., 2021).
Slide 6: Factors influencing group and team behaviours
The behaviour of the groups and team members are influenced in many ways. These are mentioned below.
Formal leadership: The leadership within an organisation is one of the major factors that influences the behaviour of the group and team members. These leaders motivate and inspire the individuals to achieve the goals and objectives of the company and also help in gaining success for the group (Strassheim, 2021).
Norms: The norms that have been accepted within the groups and teams are the ones that determine the behaviour that is exhibited by the group members. These norms shape up the beliefs and the activities of the team or the groups.
Status of the groups: The position of the group in the management is another factor that keeps them influenced.
Size of the groups: The size of the team and the group leaves a direct impact on the performances of the team, which helps them to complete their tasks in a smooth and faster way.
Group composition: The composition of the group is the collection of different skills and knowledge in that group. This helps in increasing the effectiveness of the various tasks allocated to the employees (Ferreira, 2017).
Cohesiveness of group: This is the factor that helps in keeping the unity of the group intact.
Slide 7: Relationship between Motivation and Perception to Organisational performances of Tesco
It is very crucial for the employees to stay motivated and shape their perception. According to Maslow’s Hierarchy of Needs, the employees have a basic need that needs to be fulfilled by the organisation (Van Loon et al., 2018). The organisation needs to fulfil the needs of the people in order to keep them motivated. The management of Tesco believes in providing the employees with rewards and incentives that allows them to keep the employees motivated and achieve the functional goals and objectives of the company to contribute to its growth and effectiveness. Once when the employees’ needs are being fulfilled, they are encouraged to improve their performances and contribute to the functionality and growth of the company. Self-motivated individuals enhance their skills and talents that have enabled them to improve their efficiency and achieve their personal goals. This helps them to enhance and shape their perception (Mavhungu and Bussin, 2017).
Asatiani, A., Hämäläinen, J., Penttinen, E. and Rossi, M., (2021). Constructing continuity across the organisational culture boundary in a highly virtual work environment. Information Systems Journal, 31(1), pp.62-93.
Courtney, S.J., Gunter, H.M., Niesche, R. and Trujillo, T. eds., (2021). Understanding Educational Leadership: Critical Perspectives and Approaches. Bloomsbury Publishing.
Ferreira, T.S., (2017). Motivational factors in sales team management and their influence on individual performance. Tourism & Management Studies, 13(1), pp.60-65.
Mavhungu, D. and Bussin, M.H., (2017). The mediation role of motivation between leadership and public sector performance. SA Journal of Human Resource Management, 15(1), pp.1-11.
Sattari, A., Khodabandehlou, R. and Lashkari, M., (2021). Studying the process of research in management with emphasis on the concept of leadership and its implications in management and educational leadership: A bibliographic analysis. Journal of Management and Planning In Educational System, 13(2), pp.121-148.
Strassheim, H., (2021). Behavioural mechanisms and public policy design: preventing failures in behavioural public policy. Public Policy and Administration, 36(2), pp.187-204.
Van Loon, N., Kjeldsen, A.M., Andersen, L.B., Vandenabeele, W. and Leisink, P., (2018). Only when the societal impact potential is high? A panel study of the relationship between public service motivation and perceived performance. Review of public personnel administration, 38(2), pp.139-166.