Table of Contents

Introduction.......................................................................................................................3
Personality................................................................................................................................3
Personality Traits and Attributes.............................................................................................4
Assessing Own Personality........................................................................................................4
Personality and Perception for effective Management Relationships.......................................6
Motivation.................................................................................................................................8
Theories of Motivation..............................................................................................................8
Maslow’s Hierarchy of Needs...................................................................................................9
Herzberg’s Two Factor Theory.................................................................................................9
Goal-Setting Theory................................................................................................................10
Expectancy Theory..................................................................................................................11
Improving employee motivation to reduce employee turnover and performance...................12
Culture....................................................................................................................................14
Types of Cultures at Tesco......................................................................................................14
Hofstede’s Dimensions of Culture...........................................................................................18
Politics.....................................................................................................................................19
Power......................................................................................................................................21
Discussion on Power, Politics and Culture at Tesco................................................................22
Conclusion......................................................................................................................25
References.......................................................................................................................25
Appendix 1: Reflection as part of working in team...........................................................28

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Introduction

Organizational dynamics are comprised of microlevel, mesolevel, and macrolevel behaviors.

This expression refers to a way of managing people that attempts to get the best out of them
individually and collectively, thereby increasing a company's production (Kopp, 2021).
Components of good organizational behavior include leadership, authority, and the capacity
to monitor, prepare for, and adapt employee performance. To better engage with its
customers, employees, and the community as a whole, the company prioritized getting to
know them as individuals and discovering their passions (Dahal, 2022). The company has
discovered that by adopting this strategy, it can achieve tremendous success and provide the
best possible outcomes for both its customers and its employees (Jarrett, 2017). Leaders in
any field tremendously benefit from having a clearly defined path of action set out in front of
them. Executives at Tesco have a well-defined objective in mind, and they are taking steps to
achieve it. Tesco's aim is to expand its business internationally for the benefit of its
consumers, employees, and other stakeholders.

Personality

Personality differences are believed to influence a person's ability to adapt to an ever-

changing environment. It is normal for personality characteristics to endure in social and
other circumstances. Nature and nurture interact to create the distinctive combination of
actions, beliefs, and guiding principles that we refer to as "personality." (Anaya and Pérez-
Edgar, 2019).

As a subject of psychology, human brain research seeks to comprehend the underlying

inclination to examine behavioral patterns. Ecological, mental, learning-based, and character-
based forecasts, as well as mental and individual treatments, are just a few of the strategies
that physicians utilize for individual study. Sigmund Freud, Alfred Adler, Gordon Allport,
Hans Eysenck, Abraham Maslow, and Carl Rogers have had a significant impact on the
evolution of contemporary methodologies for researching personality.

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Personality Traits and Attributes

Individual variances in how people typically think, feel, and act are represented in their
personality traits. A high score on a personality trait such as extraversion predicts that an
individual will continue to exhibit that tendency in many situations and throughout time.
Therefore, the premise that people differ in how they stack up along a range of stable trait
traits is at the core of trait psychology (Marcus and Zeigler-Hill, 2015). The five-factor model
is now the most commonly used method for analyzing personality traits. This system has five
broad characteristics: openness, conscientiousness, extraversion, agreeableness, and
neuroticism. Each of the Big Five qualities may be split down into smaller subfactors to offer
a more sophisticated character evaluation (Cherry, 2022). Additionally, some trait theorists
argue that the five-factor model does not adequately account for additional attributes. Critics
of the characteristic idea argue that people's conduct is not consistent across contexts but is
instead significantly influenced by external variables. Therefore, the degree to which a
person's personality traits are more influential than their environment in shaping their conduct
is a contested question in the field.

Assessing Own Personality

The personality trait in which I believe I best position myself is conscientiousness.
Conscientiousness is a personality archetype which determines a person's trustworthiness
and reliability (Cherry, 2022). Higher scores indicate a person who is more goal-oriented, has
greater control on its behaviour and actions, and is typically more disciplined (Cherry, 2022).
They are likely to accomplish higher academic performance and possess leadership skills
(Cherry, 2022). A lower score exhibits a more inclined person to act impulsively and defer
objectives and deadlines.

Below I enumerated the positive and negative impacts of the conscientiousness archetype,
which I possess, relative to my professional performance within a business:
a) Sense of responsibility
Positive: Set higher goals and ensure that all tasks are successfully completed in due
time. Highly motivated and committed to the objectives set.
Negative: Attempting to achieve perfection might, in certain circumstances, cause a
delay in the desired outcome.

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 b) Calm character
Positive: Stakeholder management that operates efficiently and relaxed workplace.
Negative: Soft rules.
c) Compassion
Positive: Solid bonds with peers.
Negative: Frequently have to compromise professionalism.
d) Respectful
Positive: Respect for all the seniors
Negative: Hesitant to speak up against wrongdoing.
e) Loyal
Positive: Highly trustworthy in all actions with a great sense of ownership. Constantly
promoting candour as a fundamental value in business.
Negative: Not permitted to complain about unfair treatment inside the company.

The contingency theory approach of management represents an organisational theory

which entails that effective leadership is contingent or relative to the current settings or
situation, thus is no size fits all leadership model for all different kinds of situations
(Donaldson, 2001). The contingency theory states that in order for a leader to be successful
he or she must be able to adapt its strategies to suit every particular situation at a given time.
The conscientiousness archetype in conjunction with the contingency theory
approach of management could produce significant benefits for an organisation. Possessing
conscientiousness traits could help an organisation gain a strong sense of ownership and
promote candour by setting out clear objectives and analysis based on transparent rapport
among employees (Marcus and Zeigler-Hill, 2015). Moreover, encouraging tenacity and
commitment to the objectives ensures that objectives are accomplish successfully in due time.
On the other hand, exhibiting a contingency approach will provide the highly essential benefit
of being adaptable in ambiguous times or a period of oscillations in the market when one size
fits all is an expired approach.
Therefore, having a conscientiousness approach coupled with a contingency approach
would yield considerable gains especially for business operating in dynamic industries which
are evolving rapidly.

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Personality and Perception for effective Management Relationships

Figure 1: DISC Model

If you make the effort to understand your own personality, you may be able to choose team
members whose strengths and limitations complement your own. Understanding other
people's perspectives and broadening your psychological peripheral vision by getting to know
them is a crucial leadership skill that may contribute to the success of the team if you learn
about their personalities (GBS, n.d.).

Personality profiling may be an effective tool for gaining insight into the distinctive
communication, motivation, and reward preferences of each team member. This
understanding may enhance your professional and social connections. The DISC paradigm
provides a common language to better understand oneself and alter one's behavior with
others. If you want to go down to the fundamentals, DISC evaluates your routines and
behaviors.

Below are the ways which personality and perception effects employee relationships.

a. Understanding employee values

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Individuals' values are their life's consistent objectives and a representation of their priorities.
Throughout a person's lifetime, their essential values are shaped by the accumulation of
several formative experiences. It should come as no surprise that people's decisions, attitudes,
and actions are impacted by the values they hold dearest. I think that the most successful
firms of the future will be those that foster a balance between professional and personal ethics
at work (Mind Tools, 2009). Top talent wants employment with a company whose values
they share and where their efforts are respected and their ideas are considered. If workers
believe that they are not making progress toward their values at work, they may decide to
leave the company even if they are otherwise satisfied with their employment.

b. Understanding employee personalities

When discussing a person's personality, we are referring to their persistent patterns of thought
and conduct. Personality is what distinguishes us from others, and understanding a person's
personality may help us predict how they will behave in social and professional contexts. To
govern employee behavior in the workplace, it is necessary to have a fundamental
understanding of the many personality types that comprise the workforce. It is also
advantageous to be able to use this information to match people with relevant employment
and organizations (Harris, 2010).

c. Understanding employee behavior

While focused on others, we miss or disregard aspects of our environment that are not readily
apparent to others. In our thoughts, the world as we see it is not entirely irrational. As a
consequence of being overworked and under stress, many leaders have little time to consider
employee happiness and satisfaction (Lee, Willis and Tian, 2018). On a personal level, I can
see why people may feel that way, but the fact is that they would be far closer to achieving
their professional goals if they prioritized less urgent matters.

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Motivation

The psychological process of motivating someone to take action that promotes a desired
objective is continuous. Whatever the motive, whether it is to relieve your thirst with a cup of
water or to expand your intellect with a good book, it is what finally leads to action. frequent
explanation for someone's conduct. It is what motivates individuals to act and move (Evans,
2019).

Theories of Motivation

Motivation theory aims to shed insight on the elements that motivate individuals to behave.
It's not only crucial for the community but also for the company's growth and leadership.
That's because the worker is so valued, and the most helpful delegate is so valuable because
of the reasons underpinning their success (Souders, 2019).

Figure 2: Theories of Motivation

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Maslow’s Hierarchy of Needs

Figure 3: Maslow's Hierarchy of Needs

According to Abraham Maslow, there are five basic desires that motivate all individuals. He
devised a pyramid titled "hierarchy of needs" to represent these requirements (Indeed
Editorial Team, 2021).

Basic needs such as food and shelter are at the base of the pyramid because they motivate
people to work. Individuals want safety and security, such as excellent working conditions,
once their fundamental needs have been met via monetary remuneration. The phrase "social
desires" refers to the desire for social approval and engagement. A promotion may increase a
person's feeling of self-respect. The domain of self-fulfilment, which includes the pursuit of
novelty, challenge, and interest, is positioned at the apex. According to Maslow, when we
achieve objectives at lower levels, we are motivated to pursue goals at higher levels.

Herzberg’s Two Factor Theory

The Two-Factor Theory of Motivation was developed in 1959 by Frederick Herzberg. His
analysis found that a number of factors worked as true motivators and sources of
contentment. The lack or insufficiency of hygienic components caused discontent.
Enhancements to hygiene factors have the potential to minimize discontent, but they cannot
do so by themselves (Kinsey, 2020). Herzberg established that in order to successfully

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motivate people, firms must create conditions in which individuals may reach their maximum
potential.

Tesco's objective is to improve employee engagement; thus, the corporation places a

premium on sanitary working conditions and offers possibilities for satisfaction. It does this
by efficiently and rapidly communicating with, delegating responsibility to, and involving
employees in decision-making processes. The corporation offers forums throughout the year
where workers may provide their opinions on compensation hikes. In this manner, the hard
work of the Tesco crew is recognized and rewarded. Tesco employees have input on the
menus at the company's restaurants. Consequently, the labor force is encouraged to make
choices that will increase restaurant sales.

Figure 4: Herzberg's Two Factor Theory

Goal-Setting Theory

Using Lockers' concept of goal-setting, Tesco boosts employee productivity. Achieving

considerably more ambitious goals may assist individuals in enhancing their talents and
output. The leader may utilize these principles to gain a better understanding of how to
motivate and direct team members toward achievement (Debara, 2022). Using the concept of
goal-setting introduced by Lockers, a manager or supervisor may deliver constructive
feedback to staff members more efficiently. Employees are more motivated to enhance their
performance since they have a greater probability of getting promoted if they do so.

It is believed that measurable, realistic, challenging, and unambiguous goals boost worker
and team motivation and productivity. The capacity of a manager to inspire their team rests

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on their skill at performing three tasks: identifying a plan of action, securing employee
commitments, and providing frequent feedback on employee performance (Aarts, 2019).

Figure 5: Goal-setting Theory

Expectancy Theory

This theory proposes that employee motivation is founded on three factors: instrumentality,
expectation, and valence. The value of an employee reflects the strength of their desire for a
perk. It is the amount of happiness the employee anticipates experiencing as a result of the
outcome. It depends on how strongly you want it. Employees with high expectations for their
own performance and confidence in their own tools are more likely to be productive and
satisfied with their employment (Vroom and Deci, 1992).

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Nonetheless, this concept holds potential for explaining why some individuals are so
uninspired to achieve at work. This concept is challenging to validate because of the
complexities of measurement, criteria, and technique. The three variables it suggests are
extremely vague, and the theory is difficult to define and implement; hence, the whole idea
has been contested (Lumen Learning, n.d.). Nonetheless, the concept has helped managers
comprehend how to properly motivate their employees and what components must be present
to preserve employee contentment. The concept of Victor Vroom has enabled Tesco to give
its staff competitive wages. Employee morale may be low if it is engaged in the ever-
changing world of women's clothes. This concept provides researchers with a bird's-eye view
of how adjustments to various components, such as the reward system, may have an effect on
valence and, therefore, employee motivation.

Figure 5: Expectancy Theory

Improving employee motivation to reduce employee turnover and performance

Below suggestions have been provided for Tesco in order to improve employee motivation
and performance and reduce employee turnover.

a. Allocate right resource to the right job

If managers allocate resources to activities outside of their competence, disengagement and

decreased production will result. Consequently, unqualified personnel may result in delivery

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delays, frustration, and tiredness. If they do not believe they are maximizing their potential,
overqualified resources run the danger of becoming disengaged and disappointed (Saviom
Software, 2019). In either situation, there is a considerable possibility of staffing leave.
Therefore, it is essential to allocate the proper resources to each task in order to maintain
employee and customer satisfaction.

b. Optimize workforce Utilization

Managers must keep in mind that working extra hours is not the only approach to enhancing
utilization. Utilization and output should be complementary. Therefore, businesses must
dedicate as much of their staff's time as possible to strategic, billable activities. They will not
be putting their talents to good use by spending time on administrative tasks or "business as
usual" (BAU) activities, nor will they generate income for the firm.

c. Minimize bench time

All available resources that are not already allocated to another project will wait on the bench
until they are assigned to another project. Increased periods of inactivity result in significant
issues, such as a poorer return on investment (ROI) since the affected resources are not
contributing to revenue creation. It may result in both purposeful departures, which may be
detrimental to the company's reputation, and unintended departures as employees seek better
career opportunities elsewhere.

d. Organize effective team building activities

Therefore, it is essential for managers to invest money in team-building activities in order to

promote workplace harmony. This is shown by the "buddy system," in which a new
employee is partnered with an experienced teammate to serve as a mentor and teach them the
ropes. The buddy system will make the new employee feel welcome and at home in the
company. Team lunches once a month, informal meetings once a week, etc., are all excellent
ways to enhance morale and productivity.

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Culture

An organization's culture is comprised of its members' shared behavioral standards, beliefs

about right and wrong, points of view, values, and more. The conventions of an
organization's employees in terms of their interpersonal behavior, beliefs, objectives,
managerial style, unwritten code of conduct, and traditional values constitute its culture
(Wong, 2020). Cultures have various effects on Tesco's shared behavioral standards, beliefs
about right and wrong, points of view, values, and more. The conventions of an
organization's employees in terms of their interpersonal behavior, beliefs, objectives,
managerial style, unwritten code of conduct, and traditional values constitute its culture.
Cultures have various effects on Tesco's efficiency. Tesco makes a strategy and set of
processes that are in line with the company's values to reduce the chance of bad management.

Types of Cultures at Tesco

Figure 6: Handy's Types of Culture

Power culture: The "power culture" management style of Tesco entails distributing authority
to chosen employees (managers) at each level of supervision. The manager exercises
authority over the workers to obtain the desired outcomes. When managers misuse their
positions of control, employee productivity and morale suffer.

Role culture: Tesco encourages this culture to assist its employees in reaching their full
potential. Tesco acknowledges the significance of employee contributions to the
organization's overall success. A role-based organizational culture facilitates the assignment

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of tasks and responsibilities to individuals according to their skills. Tesco's move toward a
"role culture" has had a big effect on the morale and productivity of its workers.

Task culture: Tesco has embraced this mindset in order to complete its big projects. They
assign responsibility for the different project tasks and offer the required resources. Assigning
personnel to particular tasks and duties based on their experience expedites the process and
improves the quality of work. Delegation and specialization are two ideas emphasized by
Tesco.

Person culture: Tesco's very loyal employees are mostly attributable to the company's use of
corporate culture. If you work at Tesco, you will have access to a customized professional
development plan that will assist you in advancing in your chosen sector. Through the
execution of these career plans, the employee's skills and production may be boosted. An
enhancement in individual performance benefits the production of the team as a whole.

Type of culture at Tesco Strengths Limitations

Plc.
Power culture - Centralized decision which - Rigid culture which
allows for quick change not allows for
Not appropriate for
due to a rapid decision- innovation and
Tesco Plc. since is a
making process and bottom-up
large corporation which
business growth. management.
operates in several
- Is effective only
geographical areas and
when employees
manages thousands of
are on similar
employees. A minimal
wavelengths with
number of decision
their superior.
makers across such a
- Employees are
vast business will
likely to become
certainly cause
unmotivated and
underperformance due
perform
to lack of monitoring
unsatisfactory.
and awareness of the
business operation at

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the bottom.
Role culture - Very clear distinction - Since the
between roles and jobs. A performance
Likely to be the more
well-defined hierarchy and standards are
effective type of culture
organisational structure. limited to the role,
for Tesco Plc. since the
- Employees are encouraged this tends to keep
majority of the roles
to perform their job in line employees
within the business are
with the job performing under a
performed in-store and
responsibilities/description. certain threshold
consists of very well-
- Is based on security and and not going
defined tasks, repetitive
stable markets (which above and beyond
and precise. Going
might fit well with the their bandwidth.
above and beyond your
retail sector in which - Highly rigid to
role will not exhibit a
Tesco operates for a change since
produce a great value
certain part of the employees are
for the business since
employees: especially the constrained from
the opportunities are
in-store agents who handle performing outside
limited to the role.
repetitive and simple tasks) their duties.

Task culture - Focus on tasks and - Requires extensive

performance (very supervision to
Very popular for design
beneficial for Tesco, as it ensure tasks are
and advertising
can ensures high accomplished.
agencies, but also could
performance amongst its
be quite beneficial for
employees).
Tesco Plc. since is a
- Ideas are shared across
business that needs to
employees (which
continuously innovate
facilitate innovation and
not only its products but
rapid spread of good
also its customer
practices)
service and marketing
strategies. This culture
will allow for high

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 engagement between
employees to produce
ideas and focus on the
tasks.
Person culture - Power is shared among all - Lack of ceiling
employees within the pressure for
Very popular in the
business. employees to
legal and medical
- Very relaxed environment perform in
practices where people
for employees to perform accordance to the
work the majority of the
their work. set standards.
time independently.
- No clear distinction
This culture would be
between various
very ineffective for
authorities within
Tesco Plc. since given
the business.
the size of the business
- Lack of leadership
and the nature of the
and accountability
industry it operates,
of work progress
very well defined rules
towards objectives.
must be followed to
ensure services are
delivered to the
customer’s
expectations.

Each of Tesco's thirteen overseas subsidiaries demands periodic judgments from the parent
firm. Managers must be well-versed in local cultures and values for efficient planning and
policymaking. Employers may predict how their workers will react to plans and rules
established for them, independent of their location, by knowing about cultural variations.
Through education on cultural differences, it is possible to create a workplace that is more
tolerant of cultural diversity (Tesco PLC, 2022).

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Hofstede’s Dimensions of Culture

Figure 7: Hofstede's culture

Power distance index: This indicates the extent to which power and inequality are permitted
inside the organization. A low power distance encourages a flat organizational structure and
decentralized decision-making, whereas an organization with a high power index favors
bureaucracy. Compared to China or India, the difference between the United Kingdom and
other nations is significant.

Individualism and collectivism: Individualism and collectivism, respectively, may be used

to infer the degree to which employees prioritize personal objectives above those of the
group. In India, team goals are accorded greater importance than in the United Kingdom.

Uncertainty avoidance index: This demonstrates how the firm handles ambiguity and
uncertainty. Due to its population's strong tendency to avoid uncertainty, Turkey has a low
tolerance for risk, ambiguity, and the unexpected as compared to countries such as the United
Kingdom, India, and others.

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Masculinity VS Femininity: Those with a more feminine cultural perspective, such as
Turkey, place a greater emphasis on life happiness and interpersonal ties than countries with
a more masculine cultural orientation, such as the United Kingdom and India.

Long term orientation and short term orientation: India lays a stronger focus on the long
term and is ready to delay short-term achievement in order to achieve long-term success, in
contrast to countries like the United Kingdom, who emphasize quick results.

Indulgence VS restraint: In contrast to nations such as India, which stick to cultural norms
and restrict wish fulfillment, countries such as the United Kingdom allow pleasure while
having fun and appreciating life.

Politics

Figure 8: Types of Politics

Politics in an Organisational Setting

Organizational politics refers to the informal and covert manoeuvrings that occurs inside an
organization to advance the objectives of individuals, factions, and bigger groups.
Appropriate and unsuitable politics represent opposite ends of the same spectrum. In
appropriate politics, as practiced by Tesco, managers use their power to promote the
company's interests and enhance the morale and productivity of their employees, while in
inappropriate politics, they use it to further their personal interests (Guthrie, 2021). Due to the
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inappropriate politics, morale is poor, output is low, and employee turnover is high.
Occasionally, the leader of Tesco participates in unethical political manoeuvrings, which has
a chilling impact on employee production.

Politics has a substantial impact on the introduction of new advancements at Tesco. The first
kind of change occurs inside a person; for instance, a manager at Tesco may use political
manoeuvrings to convince his or her employees to embrace new ways of working or learn
new skills. The second kind of change involves decision-making; Tesco's management is
always re-evaluating and updating the company's operating regulations and processes (Juneja,
2015). The third transition involves a change in the management style, organizational
structure, chain of command, and other organizational aspects. Tesco is implementing a
decentralized organizational structure. An organization may go through a transformation that
changes its vision or mission in order to improve the quality of its services or products for its
members.

Organisational politics exhibit several limitations which can have disruptive effects on
Tesco’s performance. When an employee within Tesco adopts a Self-promotion mentality
regardless of the negative impact it can cause to others in order to advance its position within
the business, could turn from a productive and pragmatic behaviour into a very toxic one,
which could infest the rest of the business.

Another significant limitation to discuss here are the office politics which not only has
positive effects on the organisation through encouraging and influencing people to adopt the
right decisions, but it also could have a highly negative impact. Thus, if employees within
Tesco Plc. would decide to use their persuasive skills and influence attached to their role to
gain some personal benefits at the expense of others, would generate a very toxic
environment which will translate in dropped sales for Tesco Plc. Hence, it is highly important
that individuals in leadership roles within Tesco are taking measures to suppress such toxic
initiatives and promote the beneficial ones.

Factionalism is another important limitation, which the management board of Tesco Plc. must
continuously monitor and encourage to be occurring in the most beneficial and practical
manner. Thus, by limiting the propensity of groups to factionalize into smaller groups based
on their personal interest, would highly benefit the employee engagement across multiple

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groups within Tesco Plc. and promote a very friendly and relaxed environment. On the other
hand, failing in suppressing this trend, would create groups of people established based on
personal interests, which would have a tendency to deviate from the company’s interests and
operate inharmoniously with other groups within the business.

Two additional limitations are underscored in this section, which could impact Tesco Plc.
business performance, namely territorialism and bossism. Territorialism can produce
individuals who perform very rigidly and are highly protective of their own role. This could
be translated into a manager or a simple in-store agent who refuses to give up control over a
project, or a task respectively, due to fear of losing their relevance. This can negatively
impact the business performance, since it can act as a bottleneck in the process. Furthermore,
bossism poses even greater challenges which can be seen in employees who are favouring
their superiors in order to get a personal benefit. This kind of culture could have a great
negative effect on Tesco Plc., since it could harm employee’s engagement and their
harmonious relationships which are essential in a business the size of Tesco Plc..

Power
The essence of power in any organization is the ability to force others into action. At Tesco,
managers have the right to order employees to accomplish duties. In addition to giving
particular tasks and responsibilities, managers must also give guidance and motivation to help
employees achieve their objectives (Tatyana and Moscow, 2016).

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Figure 9: Types of Power

Legitimate power: Here, the source of one's influence is their position within Tesco's
organizational hierarchy. The production manager, for instance, is responsible for supervising
the manufacture of all finished items.

Coercive power: In order to get the task done, management applies different sorts of
coercion, including threats, punishment, and other similar techniques. The prospect of a
penalty assures that employees will fulfill their responsibilities promptly. It is a good tool for
monitoring employees.

Reward power: Power based on incentives is better than power based on force. Management
uses a combination of monetary and non-monetary incentives to inspire employees to do
required activities. Employees are motivated to work hard in order to gain these rewards.

Expert power: Expertise, or knowledge of particular abilities, is the basis of expert strength.
These employees are the company's most valuable assets. They demonstrate leadership and
assist others around them.

Referent power: Those with this influence are the members of the group who command the
greatest respect and adoration. The individual's impact stems from their charm and their
ability to win over the employees.

Discussion on Power, Politics and Culture at Tesco

Power, politics, and culture at Tesco may have positive or negative impacts on the
productivity and morale of employees and teams. A benefit of working at Tesco is that the
firm respects the uniqueness of its workers and is prepared to accommodate their own beliefs
and preferences. Because of the welcoming workplace culture, employees feel appreciated.
Tesco's operations may suffer from the unforeseen side effects of the flexible culture, such as
increased worker conflict and anarchy.

Tesco’s leadership team must identify the behaviours and mindsets needed to achieve the
organisation’s objectives in order to be able to articulate strong cultural values around them.

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For instance, Tesco’s leadership should take initiatives such as organising social gatherings
where employees are encouraging through various activities to engage with each other for
creating strong bonds that resembles a family outlook, or even through distributing some
employee handbooks discussing what values are promoted in the organisation. Moreover,
people in senior roles must lead by example through promoting values such as candour or
sense of ownership through their actions and act as role models. An emphasis on employee
wellness which encompasses the physical, mental, and emotional aspects of an employee
must be promoted through providing resources for employees to access services such as
(counselling or therapy), work leave (parental work leave, bereavement, sick days), monthly
free sessions with specialists in the field, monthly leaflets with information on mental and
physical health, and extra breaks. Since Tesco. Plc. is such a prominent corporation in retail
industry in the UK, an extensive range of benefits are provided to their employees, hence
promoting a very healthy culture which is eventually materialised in business success.

In regards to the cultural structure of Tesco Plc., the business exhibits a very low power
distance, having a flatter organisational structure and decentralised decision-making across
different geographies. The enterprise also operates as a collective business, where group
objectives are favoured against the individual ones, with a high sense of unity. Furthermore,
it can be observed that the Tesco’s cultural structure tends to transform into an organisation
with a high femininity score, placing a greater emphasis on employees wellbeing and social
interactions.

Political maneuvering can have both positive and negative effects on an organization: when
used to effect positive change, employees' attitudes and actions can be influenced to produce
positive results; however, when used for personal gain, political maneuvering can have the
opposite effect and reduce productivity and morale (Guthrie, 2021). Primarily, Tesco Plc. is
build on a very clear structure where roles and levels of responsibility are very well defined,
hence not allowing for political maneuvering to flourish in a detrimental manner. Since the
progress ladder is very well structured and defined within Tesco Plc (Guthrie, 2021). this
encourages employees to act harmoniously and don’t engage in toxic office politics, since are
not producing any kind of results. Moreover, Tesco Plc. utilises rewards systems to
encourage employees perform above their standards in exchange of various types of rewards,
such as a bonus, car, or promotion.

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The positive consequence of power is that it allows the manager to direct the team toward
individual and collective success. Some managers misuse their position by using forceful
techniques when dealing with employees, which has a negative impact on morale and
productivity. In Tesco plc. the power element is very well defined and generally is attached to
the role, thus individuals are not capable of abusing it. Since the structure is very well defined
and rigid, leaders have a limited capacity of exerting their power against their inferiors to
drive initiatives and very often are not capable of acting outside their boundaries, which
might be a great benefit for leaders who want to abuse their power to advance their personal
interests, but a negative effect when driving innovation and allow employees to think outside
their boundaries.

Tesco plc. must identify what power framework is most appropriate for each business unit
and settings. Given the enormous size of the organisation and its very well-defined hierarchy
and organisational structure the legitimate power framework prevails, since is attached to the
role of the individual who occupies it (Tatyana and Moscow, 2016). However, referent power
could play an essential role in encouraging employees to establish strong interpersonal links
through transparency and integrity (Tatyana and Moscow, 2016). Reward Power is another
framework which could be successfully embedded into the Tesco’s ecosystem to motivate
employees perform above their standards through offering bonuses and other material
incentives, especially for those individuals that perform tasks based on quantitative results
(e.g. in-store tasks, number of customer complaints handled), and less on quality (innovation)
(Tatyana and Moscow, 2016).

Expert power framework could be another very effective leadership style for Tesco’s
business, where employees are incentivised to perform at high standards in order to gain
expertise and obtain promotions (Tatyana and Moscow, 2016). This type of power could be
very beneficial for Tesco’s culture to encourage employees learn more about the business and
perform above and beyond their role. Lastly, the coercive power would be the least effective
leadership style which would produce a very disengaged employees and a very toxic working
environment (Tatyana and Moscow, 2016).

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Conclusion

The findings of the study indicate a causal relationship between motivation and elements
such as power, politics, and culture. Tesco's culture of open communication, which
encourages employees to make suggestions and give feedback, satisfies the need for
recognition shown by its workforce. They use a decentralized system in which individuals are
empowered to make and implement choices. This appeals to employees' need for autonomy,
which in turn enables managers to influence workers' behavior to bring about the desired
organizational change and urge them to accept it. Tesco employs the goal-setting concept of
Adam and Locke to motivate its employees.

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Appendix 1: Reflection as part of working in a team

Working in a group is frequently quite difficult. However, developing interpersonal skills is
essential for every individual who wants to pursue a career in business. The presentation me
and my colleagues produced discusses important aspects of team building and team
management. The group sessions were highly productive, and each group member fulfilled
their assigned work on time. Additionally, the collection of information was performed
effectively by every member. The main steps my partners and I undertook to ensure the
project is delivered successfully against the deadline imposed by the university are:
brainstorming of topic ideas and theories to include in our project, organizing meetings,
delegating work amongst ourselves, and setting objectives/milestones at individual and group
level.

Within this group my primary role was to conduct research on the Belbin’s team role model.
Additionally, due to my strong IT skills I was also assigned the task of creating the actual
Power Point presentation, through compiling the entire information received from the
colleagues in a very appealing manner. In contrast, I highly struggled at producing the
diagram for the model. Thus, in order to overcome this difficulty, I had asked Alexandra for
help, since she is possessing considerable research and analytical skills, as well as creative
abilities. Taking advantage of each group member’s strengths it was highly conducive to the

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team’s performance. Thus, the work was distributed effectively across team members based
on their strengths. As I mentioned above, I was mainly responsible for creating the
presentation and compiling the information on slides because of my IT skills, whilst
Alexandra was responsible for producing the diagrams in the presentation, since she has
excellent analytical and creative skills.

On a personal level I have learned how to work effectively with other individuals towards a
collective purpose. I have also understood the importance of clearly defining tasks and
assigning them effectively to members of the group. On this note, establishing a timestamp
for the tasks to be completed against is vital in ensuring that the work is completed
successfully. Furthermore, I understood the importance of continuously maintaining
communication with the group individuals and updating them on tasks especially when not
meeting the deadlines imposed in the first instance. Being transparent with your work
progress, as well as taking responsibility over mistakes, is an important element of a group’s
successful performance.

On a group level, several improvements had been identified which we can tackle as a group
when working on future projects. For instance, for the first half of the project we failed to
maintain continuous communication and regularly update each other with the progress status,
thus creating a disequilibrium, which resulted in some members of the group remaining
behind the schedule we established. Additionally, we also failed at defining clearly the tasks
between members of the group during the first half of the project, which created a temporary
overlapping of work amongst some members, which we had to rectify. Overall, we had
performed very well as a group and managed to identify areas of improvement to effectively
tackle in due time.

All in all, this project helped me to learn the importance of working together as a group to
accomplish a common objective. I have also learned that the way you collect and work with
others to obtain and present information is more important than the information itself. The
project represented an essential learning curve for all of us, which better prepared each
member of the group for future collective projects.

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