Unit-12 Organisational Behaviour (Ob) Assignment sample

Tesco's Organisational Behaviour and Its Impact on Performance

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Unit-12 Organisational Behaviour (Ob) Assignment

Assignment 1

Brief background of the organization

Tesco, one of several foremost significant retailers in the United Kingdom, has already been adopted for this research. As a top international reseller with over 345,000 employees, they strive to provide customers with low, nutritious, and financially viable nutrition daily to help them relish a higher quality of life or a simpler style of life. Tesco PLC is a publicly traded company with a complex organizational culture. Following constant observation, it was discovered that the organization is experiencing numerous concerns with worker achievement, particularly in light of the global coronavirus epidemic. The issues involving staff behaviour at Tesco are listed below (Wuthipornsopon, and et.al., 2021).

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Difficult workers can be found anywhere. They must be handled with extreme perseverance and self-awareness. A "Dilemma mindset" executive is a major headache for managers, coaches, and the overall organization. Workers don't pursue worksite guidelines and restrictions. A few Team members, especially those working in retail locations, arrive late, stay empty, and leave on time, negatively impacting their efficiency. Customers have also observed that people spend the whole celebration either on mobile conversing with companions or wasting their energy yakking and congregating about. Such individuals only function because once one ‘s Bosses are present. They eliminate taking some responsibility for their jobs and instead depend on mudslinging. The only possible explanation they go to Retail locations is to get their weekly salary. Furthermore, following the disease outbreak, people prefer working in exclusion and are apprehensive about sharing data and knowledge with others. People do not presume to assist others and frequently lose in their world.

Key concepts of organizational behaviour

This part of the research gives a brief discussion about the different notions of Organisational behaviour and the concept used by Tesco are as follows:

Culture Politics Power Motivation
Organizational culture can be described as the social rules, moral standards, opinions, and suppositions practiced in a company. It adds security and oversight to the company (Pandey, 2019). It entails using social media and power collaboration within such a worksite to implement reforms that benefit the organization or persons inside of it. "Organizational support are soul behaviours used by staff members to boost their chances of gaining good effects in organizations." Power is considered an ability to encourage other people's perspectives to complete the needs of the company. Motivation can be termed as the process of underlying the activities of the individual for competing for goals and objectives. Some of the factors which affect the motivation of employees include the integration of the company's operation and culture.
The main cultural quote of Tesco is “Treating people as an individual like to be treated”. However, Tesco gives high priority to its customers and they build strategies according to customer-oriented activities along with a concentration on the external environment. Tesco is a socially agnostic company. They are not affiliated with a party, and we do not make campaign spending. As stated in our Standards of Business Conduct, to make deals with govs, regulatory authorities, groups representing public interests’ professional organizations, as well as other entities from all over the universe (Gadzali, 2021). The power culture of Tesco is mainly concentrating on developing certain healthy interpersonal relationships and foster an aspect of community within the staff members. This is not only the advantage that is used by the company for its success the employees of Tesco also enjoy the workplace. There is a survey conducted by Tesco for their employees in two about their opinion regarding the workplace. Further, it is a significant part of the corporate culture to receive feedback from the employees which will help to make improvements in the trust, well-being as well as respect for each other. It highly matters for Tesco to spread happiness within the workplace.

Theoretical models within the organization

The model of Hofstede Cultural mainly explains the impact of society's culture on its members' beliefs and the values related to people's behaviour. The managers of Tesco require to explore the different six cross-cultural dimensions for appropriate planning and strategies for the culture of the organization.

Model Application on Tesco

  • Control Distance: Tesco's headquarters is situated in the United States, so its cultural elements will be examined using this prototype to understand Tesco's values and norms. The United States has a narrow span of control, indicating that it prioritizes full equality within government and corporations. As a result, Tesco has a loose hierarchical system, with little distinction in authority and control between colleagues and managers (Jiang, and et.al., 2023).
  • Individualism: The employees of Tesco believe in the following individualism. However, the character of Tesco’s employees is quite similar and they are considered self-reliant and can take initiative. Further, they also value self-expression and independence at the workplace which helps to increase the level of their achievement with an appropriate focus on individual objectives instead of company goals.
  • Manhood Values at Tesco: Tesco's organizational culture includes maleness qualities as well. Employees are exceptionally able to compete; both are driven to outcompete their peers. These people are motivated by accomplishment and have not extremely fearful to flaunt it.
  • Avoid uncertainty at Tesco: As part of its culture, Tesco embraces new ideas and opinions. A high level of tolerance exists for deviant ideas that challenge workplace norms. It is not stressful for employees to face uncertain situations, instead, they think of it as an experiment and a chance to improve.
  • Short-range alignment at Tesco: Other companies within the nation, such as Tesco, take a more short-term approach. Changing external environments and business issues also contribute to this phenomenon.
  • Permissive Culture at Tesco: Tesco is known for its indulgent culture. Employees are provided with benefits such as flexible working hours and the option to work remotely, providing it doesn't impair quality, as long as the excellence isn't compromised (Johnson Jr, 2018).

An analysis of the effects of power, culture, and politics on individual and team performance

Tesco's individual, team, and employee performance is strongly influenced by its values, power, and culture. If employees work in actual teams, the structure and government of the enterprise will impact the result and how they work (Mia, 2020).

Impact of the culture of Tesco: Tesco's civilization and proper leadership must be maintained to bolster its positive reputation and create a pleasant work atmosphere. This immediately and implicitly impacts the employee's performance and profitability. In Tesco, poor leadership can lead to a fall and problematic circumstances. Particularly with the advent of Tesco's sturdy rivals, such as Marks & Spencer, Aldi, and Sainsbury, it can be found that the system is having to face weak regulatory requirements and terms of endeavour, as well as a significant drop in customer base and organizational placing. The firm is increasing its operations in the international market. They must fortify their internal governance surroundings configuration to accomplish the above. This section can also be clarified utilizing Handy's ethnic classification scheme about Tesco.

Role Power Task
Tesco incorporates workforce to assist capital and men and women’s equality for growth, as well as to play a key role in social transformation, being one of the efficient tactics (Onochie, 2020). Tesco believes that the organization can reach new levels of achievement and growth with effective employee lectures and involvement in decision-making processes. They take into account the power of a single employee who has propelled the company so far. Tesco is among the list of largest supermarkets in the United Kingdom, with an international reach there in the fashion market (Alam, and Raut-Roy, 2019).

Impact of power on Tesco: Given Tesco's office culture, it may be stated that Management implies the other team and band in order to improve organizational operations and procedures. According to Handy's theory, a wide span of control always influences an individual's and a team's possibility and abilities to affect a different group and group. It is dependent on the bond and power. It also provides esteem and confidence to others within Tesco. Intensity always influences individual positions in Tesco because every contractor has a fixed point or specific authority to deploy against this other group (Fadeyi, 2020).

Political Impact on Tesco: When one ‘s appraisal and findings are exposed or uncertain, governance may affect the crew and personnel to make deals in Tesco. Tesco's politics imposed highly efficient tension on individuals and groups. They have therefore altered their behaviour patterns forward toward the growth and profitability goals. Governance could have become a dirty word throughout organizations, but it still exists in the organizational processes, particularly when it comes to embedded control politics. Tesco engages in a range of events related to the use or effect of success comes to improve the company's success and selfish agendas.

Motivational theories pertaining to content and process in organization

Tesco requires energized, versatile, but very well employees who understand requirements in order to endorse its development. Tesco staff members, in flip, are provided with support in their various roles and at differing stages - from retail customer helpers to different departments; from employees to office and supply chain staff. Tesco understands the importance of motivating staff in the firm's continuous success (Tugwell, and CN, 2022).

  • Taylor’s motivation theory: According to Taylor's investigation, workers are employed solely for monetary gain. Task on the manufacturing line had been centred on volume and was routine in the initial periods of the car assembly economy. Taylor's theory has had some parallels with Tesco's Reward System Television show. One motivational force is its monetary benefit boxes. Tesco goes above and beyond Taylor, providing something more than pay raises. It caters to personal staff’s various ways of life by providing specific and pertinent advantages. Year after year, Tesco encourages its employees to participate in Standpoint, a high-approval study that encourages individuals to their opinions about almost every aspect of the organization. Among the perks provided to employees are • Lifestyle change which provides 4-12 months of paid time off and assures the career at the conclusion. • Chosen profession pauses enable staff to take around 6 children age and five years off from a job with the option of returning. • Retirement plan one such winner software offers strictly outlined lengthy perks (Paais, and Pattiruhu, 2020).
  • Maslow and Herzberg: According to Abraham Maslow, individuals are driven by 5 basic needs. He created a pyramid to represent these requirements, which he dubbed the "hierarchy theory."

Tesco mainly provides plans for Personal development that enhance the level of recognition of talents and skills. Tesco planning meetings mainly includes career discussions and also provide a fast-track management program for the employees. Further Tesco also provides a high level of security to the formal contract of the employee that covers the pension and schemes of sickness that helps to ensure health and safety at the workplace. In addition to this, Tesco believes in promoting group work and team management that can be handled with an appropriate objective, and people are encouraged towards the working conditions.

Herzberg, the Two-Factor Theory to Motivate in 1959. According to his finding’s, predefined variables have been the genuine sources of motivation or self-actualization (Guan, Deng, and Zhou, 2020). Tesco tries to inspire its workers by focusing on sanitation and making satisfaction available. It inspires and emboldens its workforce, for instance –, through appropriate and timely information exchange, deferring culpability, and implicating staff in making decisions. Every year, it hosts forums where employees can participate in conversations about pay raises. This illustrates and prizes Tesco employees' efforts. Tesco employees even can affect how much food is served in its restaurants. Employees are thus encouraged to make decisions that will boost their use of eateries (Bapuji, Ertug, and Shaw, 2020).


It can be identified from the above discussion that culture, power, politics and motivation all these components play a very important role in development of the Tesco’s employees’ overall performance and behaviour. Proper formation and use of all these components informs employees about the strict rules and regulation of the company which they are bound to follow. But in order to make it more influential below mentioned are some of the recommendations provided to Tesco:

  • In order to maintain the staff behaviour and performance within Tesco it will be important for the top-level managers of Tesco to start hiring employees who shows appropriate worth and attitude with the other employees and particularly with the customers.
  • Pioneers of Tesco should acknowledge their obligation to act as per the ways of behaving they believe that workers should radiate every single day. They should be the social models.
  • In addition to this Tesco also needs to focus on the development of the employees who are not just working for money but also for personal development and company development. This will help them in managing culture, power, politics and motivations within the organization for a longer period of time.

Assignment 2

Comparison between effective and ineffective corporation

As clearly as the name suggests, effective and ineffective teams or corporations have obvious differences. In the context of Tesco, it can be considered that the use of their superior technology, diversified growth and range of facilities are aspects that are handled by effective teams or corporation. While the weak links of the firm like low-cost strategy, retreat from the global arena and such aspects were treated by ineffective teams. Although making such generalisations would be wrong, however major statistical analysis show this(Sultan et al., 2020).

Analyse and evaluate different types of organisational teams and how they influence behaviour in Tesco such as functional, problem-solving and project teams

The presence of multiple teams in Tesco helps the firm divide its work and operations into several aspects. This allows the firm to work in a regulated pace and organisational direction that has the capacity to multitask at one given time to complete and follow up with a range of objectives, goals, and deadlines.

The availability of a range of teams also leads to better employment of talent that can be useful for the firm. Furthermore, divisional team management allows the firm to focus on an array of subjects and issues that are on-going or potential for the firm(Revi et al., 2021).

The impact of technology on Tesco’s teams including the role of virtual team development and networking.

Tesco’s virtual teams operate on a regional level, this is especially important for the policy of internationalisation of the firm, however the operation of these virtual teams require able and efficient technology for them to function in an organic manner. The able use of virtual teams also ignites proper networking of streams across borders.

Apply and evaluate different philosophies in relation to organisational behaviour of Tesco

Tesco has the power and potential of applying multiple philosophies to its organisational behaviour.

The firm applies a project-oriented philosophy when it is determined on a particular project like internationalisation to a different country. A process-oriented philosophy is applied when the firm is indulged into the rectification or drafting of a new process. That might affect operations.

How the philosophies might have a positive and negative impact on the Tesco, such as Tuckman’s team development model and Belbin’s typology for managing effective teams

This can mostly take place if Tuckman’s theory of a uniform team is maintained. In times like this mostly a uniform team is so indulged into a project that it often tends to overlook the other potential issues that might emerge within the firm. Hence a project-oriented philosophy for Tesco has proved itself to be fatal in the previous times as well. In 2020, the firm was so engrossed into the virtual availability of services in the e-commerce section, it almost overlooked that many stores had empty shelves. It was the time when the lockdown situation was slowly receding, the obvious urge of the people to go out after being lockdown for such a while led to the crowding of physical stores however, the shelves were empty. Sources mention, this was because the firm was too engrossed in the online availability of items.

Belbin’s theory mentions that teams should not be stagnant, they should be changed often, as stagnation creates comfort and comfort is the enemy of productivity. The process-oriented philosophy of the firm uses Belbin’s theory. In one such case when the firm included AI in its supply chain system, the teams of operations kept changing frequently according to needs(Krummel, D., 2022.).


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Fadeyi, A.P., 2020. An Analysis on the Application of Motivational Theories at Workplace and the Impact on Employee Engagement: A Study of Tesco Ireland (Doctoral dissertation, Dublin, National College of Ireland).

Gadzali, S., 2021. The role of work-life balance in the organization behavior perspective: A case study of female managers of state-owned banks in Indonesia. Management Science Letters, 11(2), pp.669-674.

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