An organisations framework can be based upon its size, the sector it runs in public areas, private, or third sector i. e. voluntary or charitable, the number of individuals it employs and its physical resources. Following are three different kinds of organizational structures
Functional organisational structure
Functional organisations are organised regarding to technical disciplines. Senior useful managers are in charge of allocation of resources however the responsibility for the total product is not assigned to one person but instead to a older management group. Coordination occurs through agreed organisational procedures, detailed specifications and regular meetings both random and set up. Generally products that want a high level of specialist knowledge need a functional composition.
Divisional organisational structure
Divisional organisations are generally split into smaller devices of operation with each department being aligned to a sales or development unit with promoting sales, production, fund, HR, and marketing resources operating under a departmental manager but dependable to the machine administrator and then upwards.
1. 2 Organizational framework and culture at Tesco
Following are some of the top features of organisational framework at Tesco
Geographically based
Shared friendly culture
Employee empowerment is high
Decentralized structure
Decentralized decision making
Flexible work environment
Shared ideals and beliefs
Impact on Performance in Tesco
Flexible environment helps in increasing adaptability to change
Shared culture and beliefs, increase employee commitment towards the business and hence, his performance
Bureaucratic buildings and civilizations have been substituted with a decentralized structure if employee participation and flexibility has to be increased
A rigid, inflexible culture hinders expansion as an individual and therefore, creates employee level of resistance towards work
By creating a shared culture, employees are better in a position to understand customers
A wider span of control, reduces the string of commands and increases employer-employee relations
Inter-departmental coordination is upgraded in a decentralized structure
1. 3 Factors that affect the Individual behaviour
Individual tendencies at Irish Tesco is afflicted by factors existing within him/her such as personality, attitudes and perception. Pursuing are the five different personality traits which can be usually known as the top 5 characteristics that affect the individual behavior at Irish Tesco.
Agreeableness
Extraversion
Conscientiousness
Openness
Neuroticism
Traits ultimately have an impact on behavior of an individual. Extrovert person will be engaged in more open communication and will create a good rapport with other employees. If a member has the trait of conscientiousness, he/she will be working more individually and will take possession of work somewhat than relying on members. An psychologically instable person would be having regular conflicts using its co-members; he'd be less punctual or have poor attendance. Highly conscientious people place higher goals and tend to be focused on work than others. Frame of mind is another factor that impacts the individual behaviour of the person. A person who feels negatively about Tesco would portray negative behavior in form of high absenteeism, low involvement, and aggression towards other acquaintances.
Task 2
2. 1 Different Command styles
Since, Tesco's employees are carefully linked to customers, their have to be satisfied first, therefore, a relationship-oriented style at the company will be required to keep the employees focused on the business. Acer, Inc. has been promoting invention, so it will need achievement-oriented style in order to make employees concentrate on creativity in order to achieve progress. An organization that is targeted on producing more and more rather than managing people, a task-oriented style would be more suitable. Usually, organizations with adaptable civilizations have a support, participative and relationship-oriented style. In cycles of change, a transformational or charismatic innovator would be needed who are able to create a eyesight that portrays the need to improve.
2. 2 Organizational theory and practice management at Irish Tesco
Organizational theory and management theory is used in many aspects of a working business. Many people make an effort to adhere to the idea to help them become better at their jobs or even more successful in life, although this might lead to them having to sacrifice a few of their personal guidelines in order to achieve success.
One exemplory case of pursuing organizational theory in the financial sector would be a worker or manager who wants to know how to achieve goals with a set structure to follow. In addition, someone in a RECRUITING sector must make decisions throughout their working day that will undoubtedly change the composition and practice of an operating day for all the employees in the business.
If a person gets so covered up in attempting to fit the mould of what they interpret their role should maintain conditions of organizational theory, they may start to neglect the areas of business.
In the same way, management theory could also underpin the non-public values of some individuals. For instance, they may disagree with a particular rule or regulation that is introduced by the business, yet, in order to carry out their job as a manager effectively and properly, they need to move from their rules and execute the work.
It is difficult to try to execute both management and organizational theories as a mental health contract between the employer and employee still must be managed. This will need to consider how reasonably the company is dealing with the employee and exactly how 'quite' the worker is treating the business, i. e. Are they actually putting 100 percent effort to their work? Any changes to the organization or management in a company, is undoubtedly heading to have an effect on all of this.
2. 3 Different methods to management
Human Relationships approach
This is a management procedure in which company aims at taking care of people. This approach emphasizes on higher productivity through determination and good individual relationships. Group dynamics, drive, participation, effective authority are considered very important in human being relations methodology of management.
Social Systems approach
In this approach, management comprehends behavior of categories & individuals, co-operation is necessary and attempts are directed towards accomplishment of goals.
Systems approach
In this approach it is assumed that systems are man-made. Internal and exterior environment is considered for the most part in systems strategy and attempts are done to attain proven goals.
Contingency approach
In contingency methodology, action is contingent on certain action outside system. Action is dependant on habit outside so business needs to combine with the environment and it is implied that no action can be widespread, it differs from situation to situation.
Task 3
3. 1 Different Control styles
The two different styles required in various situations are as follows:
Situation 1: Unclear job responsibilities and responsibilities
When job responsibilities and tasks are unclear, in case of a new change made in the organization, administrator needs to adopt a directive leadership style, which is basically the design of a transactional head. Such leadership style will help in clarifying assignments of employees in the business and make their job information more plainly by structuring the duties required. Structuring can help individuals know very well what is expected of these in the work they are assigned and how they have to start it (Nelson and Quick 2007).
Situation 2: Execution of new technique to achieve growth
Usually when organizations are under-performing or plan to compete on a far more strategic level, they put into action new strategies that need to be followed by the whole organization to make it successful. In such a situation, an achievement-oriented or charismatic authority style is required by the manager to make the perspective of the business clearer and assign challenging jobs to the employees in order to boost their performance that can help in achieving progress company (Daft and Samson 2003). Irish Tesco always experienced powerful competition with Pepsi, so implementation of new strategies to benchmark Pepsi along with proper leadership style can help in improving performance.
3. 2 Software of different determination ideas within the workplace
Various motivational theories exit that assess the impact of different motivational variables on employee performance:
Maslow's Hierarchy of needs theory
The Maslow's hierarchy of needs theory addresses the needs of employees one at a time, the physiological needs need to be satisfied first, before the employee shifts on to the next need levels, which is safety need, sense of belongingness, self-esteem and lastly the self-actualization need. For instance at Irish Tesco, the lower level employees could be more interested in the bottom salary or sufficient work environment they get, however, as you go up the management hierarchy, the middle-level employees are encouraged to perform well if indeed they have achieved the sense of belongingness and self-esteem in the business along with satisfaction of physiological need. Adequate base salary is insufficient, and the company must use other techniques such as increased participation and teamwork to give them a feeling of belongingness. For the most notable management, determination could be improved upon through accomplishment of self-actualization (Smit, 2006; Stimpson, 2010).
Herzberg's Two-factor theory
The two factor theory states that motivation is dependant on either the hygiene or the motivators. Poor cleanliness causes dissatisfaction of employees; therefore, a hygienic work environment is essential. Motivators such as identification, achievements and personal expansion assist in increasing the satisfaction of employees and enhancing their performance. Tesco is a reputed group and is based on international criteria; therefore, hygienic factors is there in the company so dissatisfaction is not as likely, however, to be able to increase the current performance, motivators such as personal growth will be needed and this can be done through initiation of self-directed teams, performance appraisals and challenging goals (Daniel and Gitman, 2008).
Vroom's Expectancy theory
According to the theory, the drive of employee depends upon his/her expectancy about being able to do a certain activity and achieve the outcome desired. Availability of resources is of concern in order for the employee to execute the duty. If the company does not have the enough resources available then performance will be afflicted in achieving the desired final result. Also, goals should be assigned that are challenging as well as doable. If an employee recognizes that he cannot achieve the goal due to time constraint or non-availability of resources, he would not be determined to try on it (Daft and Samson, 2003).
3. 3 Usefulness of a inspiration theory for managers
By understanding the motivation theories, managers will be able to take up styles and strategies that will help in increasing staff motivation. They also help in deciding when to truly have a monetary reward system so when to make use of non-monetary rewards such as appreciation letters. For example, person to person appraisals can become more frequently used. Also, professionals will plan resources accordingly to ensure that employees have the necessary resources necessary to motivate him/her to execute a certain process. Along recover, managers will be able to better design performance-based compensation systems based on expectancy theory, if low performance has been scheduled to low expectation of an incentive. Maslow's needs theories is more useful to individuals and less to the supervisor, because it is difficult to understand psychological need of a worker or whether he/she is facing lack of self-esteem or belongingness. Managers can also combine various ideas and employ them in assigning duties, assessing it and making performance appraisals. It can help the administrator have a more fair-based payment in the business and in choosing tasks allocated to employees at different hierarchical levels. It will help in avoiding any discriminatory techniques or biases that stimulates inequity in the business (Jex and Britt, 2008).
Task 4
4. 1 Dynamics of teams and group behavior within organizations
A group is created when several individuals connect to each other to be able to achieve a specific objective. They can be formal or informal in aspect.
Formal organizations are the ones that are identified by the organization structure and are given to achieve particular tasks. For example, the sales team at Irish Tesco will be functioning within the bigger system of firm. (Daniel and Gitman, 2008)
Informal categories, on the other hands, are not properly organized or determined by the business. These groups are formed therefore of social discussion occurring within the organization such as a a friendly relationship group or an interest group. For example, a group of employees who've lunch or espresso together, even though the group is casual, it is a substantial impact on behavior and performance of employees (Griffin and Moorhead, 2011).
The group behaviour also largely depends upon the stage of group development. A five stage model of group characterizes group based on the following phases (Robbins, 2010):
Forming: The group people have no idea each other really well and there is uncertainty as to how to carry out the group work.
Storming: Intra-group issues exist at this time where everyone tries to dominate their ideas over others and it goes on unless a final result is reached regarding who'll lead the group and how the tasks will be organized.
Norming: At this stage, the members are suffering from a common understanding and are defining group norms.
Performing: After the norms are arranged, the group starts performing to attain the purpose for which it was shaped.
Adjourning: After performance, the group adjourns if it was made for a temporary time period, for occasion, for a specific project. In other instances, where groups continue performing on continuous basis, this level is not relevant to those teams.
4. 2 Factors which could promote or inhibit the development of effective teamwork in organizations
Teamwork effectiveness standards derive from team viability and performance and are typically affected by factors that might occur within the groups as well as external factors (Kreitner and Kinicki, 2008).
Factors that could promote teamwork performance are (Kreitner and Kinicki, 2008):
Shared control: When control is shared, it means that there is a formal head, but the control functions are shifting every once in awhile. Every person in the team is inclined to take possession and participates in productive decision making, which helps in abiding team norms and obtaining desired end result effectively.
Clear goal: It's very essential to have a purpose because when team members know the eye-sight, mission and goals of these team; their jobs become clearer plus they have a centered approach towards reaching the targeted goal.
Open communication: It can help in avoiding invisible conflicts since people are able to freely communicate their views.
Factors which may inhibit teamwork performance and make the team dysfunctional are (Kreitner and Kinicki, 2008):
Groupthink: It occurs when group cohesiveness is too high within the team and participants make decisions that will help in keeping the group intact at the trouble of team goals.
Social loafing: Community loafing greatly inhibits performance since the team member is withholding his initiatives and not doing his show of work.
Unclear functions: When participants do not really know what is strictly expected of them, then they have a tendency to become de-motivated towards undertaking well. Roles should not be ambiguous and each member should be given his talk about of work to be able to improve team efficiency.
4. 3 Impact of technology on team functioning in a organization
Technology has helped in the creation of exclusive groups within Irish Tesco that may have its businesses nationally located. The associates can talk to the other person through e-mails, instant messaging, videoconferencing, groupware, etc. For instance, the sales team of Tesco can be in physical form dispersed in several places and can plan on promotion ways of meet global competition. Likewise, cross-cultural teams are also produced, which may help in promoting diversity and expanding procedures of the organization throughout the world. Due to technology, communication is becoming fast and traveling costs have been reduced, since clubs do not necessarily have to meet frequently when they can talk through virtual systems (Duarte and Snyder, 2006).
