Briefly explain: manager, management and organisation. Assess the significance of managers in achieving organisational success for a company of your own choice?
Analyse how size and strategy of a company can affect its organisational structure? Support your answer with relevant examples?
Tesco has said it will close 43 unprofitable stores across the UK, The firm is also shelving plans to open a further 49 new "very large" stores. Additionally, Tesco is closing its staff pension scheme, will make cuts of £250m and reduce overheads by 30%.
Shares in Tesco rose by more than 13% on Thursday, as investors welcomed the company's announcements. It comes after two years of troubles at Tesco, which has suffered falling sales, in another development, credit rating agency Moody's downgraded Tesco's rating by one notch to Ba1, equivalent to "junk" status. (BBC, 2015).
1. Discuss Tesco’s current mission, vision and corporate strategy.
2. Suggest and explain the process that can help Tesco to formulate its corporate strategy for the year 2015.
3. What do you understand by the term “organisational culture”? Can Tesco improve its performance by changing its culture? Discuss.
Basically the management is the art of the perceptive what anybody needs to do and then the seeing which can be done in the most possible well and the cheapest way. It also entails the basic of the co-ordination of the human effort and the resources so that the organization can achieve its goal and the objectives. The principles of the management are basically the guidelines on the basis of which any of the organization takes the decisions and also the action of the managers. These principles of the management are also essential on the basis of the underlying factors which can forms the basic foundation of the doing the successful management.
The person who is basically more responsible in doing the planning and also the directing of the work in any of the individuals of the group, monitoring the work of the team mates and also have the capability to take the corrective action when ever and where ever it is needed. A manger also has the power in hiring and also in firing the employees. There are some of the basic roles which the manger needs to maintain to do the proper guidance of any of the organization which are: first of all the manger needs to be a good leader so that he can do the proper organization of the teams and also can create the effective plans. The manager also needs to be an effective mediator so that when it is needed they can do the proper negotiation with the all employees, suppliers, contractors, etc. the manger also needs to have the capabilities to do the proper reinforcement of both the vision and the mission of the organization to the stakeholder, employees and the customer. They also need to be the good communicator and also the connection between the customers, employees and the other manager of the organization. In this scenario for doing the assignment the Tesco is chosen. Some of the significant roles which the manager needs to play in maintaining the organizational success of the company are given below (Agnihotri, 2014):
The manger needs to keep the proper look after toward the employees so that they can understand the proper goals and also they have the proper knowledge how to draw the relation of the company’s goals and the employees. The manager also needs to do the proper boost up of the productivity of the employees which can naturally lead in the increasing of the profit and the operating margins. The manger also helps to increase the engagement of the employees by developing the proper smart goals (Baker, 2014).
The manger also needs to tight the goal alignment and also allows the goals visibility so that it can do the quicker execution of the strategies of the company by properly allocating all the resources of the various projects. The manger also helps in eliminating the redundancies of the job; they also need to keep the proper focus on their staff so that they can properly achieve the goals (Cho, 2014).
The manger needs to earn the more business values by doing the proper engagement of the employees. They also needs to clear the alignment of the goal which can be proper remedy of the situation and also create the ownership of the greater employees so that it can help the manger to earn the company’s ultimate success. By doing the proper management the manager to keep the employees needs to start the reward programs, incentives programs etc (Clausen et al., 2011).
There are some of the factors which affect both the size and the strategies of the organizational structure which are listed below:
Evolution cultivate the hierarchical structure of the organization in which both the power of the doing the decision making and the ultimate supreme power are concentrated by the top level manger. In the decision making part, the manger plays the one of the important part in which the manger tells about all the issues and also perspective of the employees they are facing to the top level of the management (Dauber, Fink and Yolles, 2012).
Both the direct and the indirect interaction of the customer to the top level of the management support in the implementation of the new innovative features and also the helps in doing the improvement of the quality of the product of the organization by analyzing the complexity, a version of the risk, structure of the mechanics etc (Grey, 2014).
In the innovation of the values the manager just look after the structure of the organization, total quality management and also the controls of the just in time value (Janicijevic, 2012).
Mainly Tesco focuses on the business and also enjoys the long term businesses. To analyze the vision statement of the Tesco it considers some of the five elements which are innovation, modern and the full of the ideas of the product, also needs to do the inspiration and also the earning of the trust, loyalty of the customers and the communities. It also includes the growing structures of the business and also the opportunities.
In the mission statement of the Tesco it also tells about the basic expression of the overall purposes of the businesses of the organization. It also tells about the goals and the objectives of the organizations to all the stake holders. The mission statement also acts as the inspiration and the motivations of all the employees and the stake holders towards its achieving goals and the strategies.
In the corporate strategies of the Tesco it includes some of the features which are (Damanpour and Aravind, 2011):
Value of the money: Tesco are always committed towards the delivering of the quality products to the customers within the guaranteed of the unbearable prices.
Customer service: Tesco always give the special focus on the customer on a unique basis and also deals in delivering the first class service.
Loyalty of the customer: customer always rewarded the company Tesco with their loyalty and the dedication towards the one of the specific organization.
Products: Tesco are always dedicated in delivering the highest quality of the products and also with the widest possible choice. There also needs to have the varieties in the products so that it can influence the customer needs with the variety of the products.
Stores: Tesco always invest in the existing stores and also helps in developing the flexibility of the new stores so that the customers get free in doing the best shopping experience.
Some of the key products which help the Tesco to formulate the strategies of the corporate values are listed below (Seal, 2012):
Environmental trends and issues: factor which can cause the impacts in the organization are internal factors and the external factors. The internal factors includes: skills, services, resources, needs etc. the external factors includes: outsourcing, threats etc.
Strategies: strategies of the organization are fulfilled with the continuation, creation, change and also the elimination of the changes.
External: the external environment of the organization includes some of the variables which include the employees, competitors, customers, creditors, trade associations etc.
Internal: the internal environment of the organization includes both the variables of the strengths and the weakness of the organization within the control of the short run of the top management. It also includes the structure, resources and the culture of the corporation. In the internal factors it also assesses the value chain analysis which includes both the weakness and the strength of the business and also the linked activities which also generate the values for the customers.
The behavior and the culture of the people within the organization and also the meaning through which the people are attached to the behaviors are discussed as the organizational culture. The culture of the organization includes the values, vision, norms, beliefs, habits and the assumption of the organization. Organizational culture also includes seven characteristics which are (Kehinde. A, 2012):
Innovation: organization always needs to look after the innovation features and also needs to encourage the employees so that they also do their work in the some of the innovative nature and if needed so that they can improve the performance of the employees (Levenson, 2014).
Teamwork: companies needs to organize the work activities in a team so that the employees of the team can work in a team through which it van place the high values in the characteristics of the organizational culture (Mascia, 2014).
Emphasis on the outcome: Organization needs to give the important focus on the results and the outcomes of the organization which also creates the high emphasis on the value of the organizational culture (Prictor, 2012).
Emphasis on the people: Companies need to place the high values in the characteristics of the organizational culture which also place the importance in the decisions which will effects the culture of the organization.
Awareness to the details: The organizational culture characteristics utter the degrees in which the employees are expected to do their work in a very much accurate way. The culture of the organization needs to place some of the high values on the details which expect the employees so that they can perform their scheduled work with the accuracy (Kramer, 2010).
Yes, by changing the organizational culture Tesco can improve the performance of their company. Tesco needs to implement some of the new innovative features in their organizational culture so that it can improve their values and the revenues of the organization and also they can persists the more numbers of the employees in their organization by implementing some of the new features and also by improving the existing features of the organization as per the consideration of the customers (Vizzoto et al., 2014).
By describing all the tasks above it can conclude that in the task 1 it describes all about the managerial roles and the perspectives of the organizations and also significantly discusses how the manger plays the important roles in achieving the success of the organizations. In the second task it discusses all about the strategies and the sizes of the company which can creates the effects in the organizational culture. In the last or the third task it critically discusses all about the mentioned scenarios of the and also discuss about the organizational culture and also how it can improves the performance of the organization by changing its culture.
Agnihotri, A. (2014). Corporate reputation based theory of choice between organic, hybrid and inorganic growth strategies. Corp Comm: An Int Jnl, 19(3), pp.247-259.
Baker, E. (2014). Leadership and Managementâ€”Guiding Principles, Best Practices, and Core Attributes. Journal of Public Health Management and Practice, 20(3), pp.356-357.
Cho, S. (2014). The Effect of Organizational Culture Type on Organizational Development through Organizational Commitment : Broadcasting Station Case in Daegu. jcs, 14(2).
Clausen, T., Pohjola, M., Sapprasert, K. and Verspagen, B. (2011). Innovation strategies as a source of persistent innovation. Industrial and Corporate Change, 21(3), pp.553-585.
Damanpour, F. and Aravind, D. (2011). Managerial Innovation: Conceptions, Processes, and Antecedents. Management and Organization Review, 8(2), pp.423-454.
Dauber, D., Fink, G. and Yolles, M. (2012). A Configuration Model of Organizational Culture. SAGE Open, 2(1).
Grey, C. (2014). An organizational culture of secrecy: the case of Bletchley Park. Management & Organizational History, 9(1), pp.107-122.
Janicijevic, N. (2012). Organizational culture and strategy. Ekonomika preduzeca, 60(3-4), pp.127-139.
Kehinde. A, O. (2012). Organizational Culture and Its Corporate Image: A Model Juxtaposition. BMR, 1(1).
Kramer, T. (2010). The impact of economics and technology on changing faculty roles. The Psychologist-Manager Journal, 13(4), pp.251-257.
Levenson, A. (2014). Organization design and talent strategies for emerging markets. Organizational Dynamics, 43(3), pp.205-213.
Mascia, A. (2014). Project manager: leader, influencer e conflict manager. PROJECT MANAGER (IL), (20), pp.19-23.
Prictor, R. (2012). The Strategic Quality Manager: A Handbook for Navigating Quality Management Roles in Health and Aged Care. Australian Journal of Primary Health, 18(1), p.88.
Seal, C. (2012). Managerial Roles and Implications in Emergent Change. Organization Management Journal, 9(1), pp.3-3.
Vizzoto, A., Pereira, B., Campanher, M. and Ravanello, F. (2014). An Overview on the Studies of Organizational Culture in Journals Indexed in the Business Administration Area (2008-2013). FSRJ, 6(1), pp.132-151.
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