Organization and Behavior Assignment - TESCO

Introduction

Organisation and Behaviour assignment: TESCO is a term to identify and learn about the behaviour of human power in a workplace. Organisational behaviour is made up of micro-level, meso-level and macro-level. This term is being applied to create more efficient business organisations by using a specific approach for managing the workforce to maximise the output from the individual and group members. Organisational behaviour is a combination of leadership, power, monitoring, directing and controlling the process of working of individuals and groups. Comparison of structure and culture at CAPCO will be made with Tesco organisation, along with the identification of the relationship between structural and cultural impact on organisational performance. Later, the report will highlight the usefulness of different leadership styles in an organisational context and explain the theories of management that can influence the management practices of CAPCO. CAPCO is a leading United Kingdom-based organisation in the finance sector. It is well known for its largest service areas with 2000 employees all over the world. CAPCO was on the list of the best companies of 2013, which was prepared by The Sunday Times. CAPCO is also in leading news for the 50 top female employees. Moreover, the report will discuss the impact of different leadership styles and motivational theories, as well as the importance of theories in the workplace. At last, the study will explain group dynamics and behaviour of groups in CAPCO and discuss various aspects that may restrain the development of effective teamwork.

 

Task 1

1.1 Comparison of CAPCO’s structure and culture with Tesco

Table 1: Similarities in structure and culture of CAPCO and Tesco

Factor	CAPCO & TESCO
Hierarchical organisational structure	Both organisations are similar in hierarchical distribution of power and responsibility. In other words, their structure of management is the same.
Culture	Both organisation supports the task-based culture to enhance the productivity per employee. Also, the culture is motivational for the employees to meet the organisational as well as personal growth.
Responsibility	Both organisations are similar in the role of leaders, employee management, competitive aspects and communication channels. Employees are flexible in managing their work, but need to meet the organisational goals within time.
Employee satisfaction	CAPCO and Tesco support the efforts towards the social and professional image of image. As a result, both organisations are similar in delivering satisfaction to employees so that better cultural and structural values can be gained (Armstrong and Taylor, 2014).
Nature at the workplace	CAPCO and Tesco make use of formal presentation to meet the objectives and informal communication to make the culture more flexible and responsive.

 

Table 2: Comparison of structure and culture at CAPCO and Tesco

Factor	CAPCO	Tesco
Span of control	CAPCO supports the flat and wide span of control. Means there is more power at each level of organisational structure to manage the work and less communication with the managerial staff. Employees are driven by leaders to meet the goals.	On the other side, Tesco supports the tall and narrow span of control, which means that employees are fewer in number so that they can make direct communication with managers. There is a bit of distance between employees and managers in the hierarchy of levels.
Decision power	CAPCO is decentralised in decision making means everyone is free to make their participate in decisions for their personal rights and benefits. This is better than Tesco’s strategies.	Tesco is centralised in decision-making. The organisation believes that it is easy to make critical decisions, and employees should concentrate on their work only.
Leadership style	CAPCO implements the democratic leadership style to listen to the employees to improve the culture and structure of the organisation.	Tesco is autocratic in nature to keep the decision power centric. It is a faster leadership style but may result in dissatisfaction among employees towards the work and workplace (Thornton et.al.2012).
Structure of the work process	The division method is used by CAPCO to divide the work among the group of employees who are dynamic in nature to accomplish the task.	Tesco’s employees are grouped for a specific purpose and follow the bureaucratic structure to achieve a goal.

 

1.2 Relationship between CAPCO’s structure and culture and impact on performance

Culture at CAPCO is driven by its structural flexibility and strategies. As a culture depends on the behaviour and outlook of the employees, the CAPCO structure is made with the objective to keep the organisational and personal growth parallel to each other. Therefore, CAPCO supports the horizontal and vertical division in distribution of power and responsibility so that more freedom in work can be delivered at each level. In this manner, a flexible and adaptive workforce is built to meet the dynamic requirements of the organisation. CAPCO believes that motivated employees can give more productivity and high-quality work. The innovative and motivational culture of CAPCO reflects the results in the performance of the organisation. Individual is treated the best for skills and experience so that personal goals can be set as intrinsic and other benefits.
 

Organisational structure is modular so that the needs and expectations of the employees can be understood easily, and effective strategies can be formed to meet the personal goals of employees. CAPCO organises the training and development programs to enhance the skills of employees and to prepare them for the dynamic nature and roles in the workplace (Goetsch and Davis, 2014). Also, the events and functions in the workplace encourage employees to express their free thoughts and skills so that the organisation can observe the capabilities of employees more accurately. Flexible communication helps the employees to get in touch with management so that a better culture can be formed towards the achievement of objectives. The performance of an individual is measured to rate the contribution to overall performance so that the right benefits can be delivered in the right hands. Rewards and remunerations are used to enhance the employees’ interest and capabilities in the workplace.
 

In addition to it, the strategies and policies are clear to employees at employment time so that there is no need to justify against the procedure and the laws. Transparency at each level motivates employees to perform better. Leaders are directed to behave humbly with employees and are responsible for answering queries and troubles in work. Attractive and effective group norms result in the consistency in presence in the workplace, integrity in work and trust among the employees (Eccles.et.al.2012). As a result, the enhancement of individual performance makes the overall performance amazing.

 

1.3 Factors which influence individual behaviour in CAPCO

An employee’s behaviour in the workplace can be driven by many factors like ability and skills of employee, attitude towards the work, perception of nature, demographic factors and presentation. 

• a. Individual’s ability and experience: This is the most important factor which influences the individual’s behaviour in the workplace. Like others, the CAPCO organisation is seeking employees who are productive and skilled to accomplish the task in a creative manner. Thus, the ability and experience of employees play a vital role in deciding the role and behaviour in the workplace. CAPCO expects at least the starting level of knowledge in the candidate so that it can be sharpened to meet the organisational objectives.
   
• b. Demographic factors: The Second most valuable factor is the demographic reflection in the employee. Demographic factors like sex, origin, beliefs and race, etc, have an impact on behaviour in the workplace. However, CAPCO believes in equal opportunities and diversity, but these native factors are behind the encouragement of employees to take advantage of opportunity (McShane and Von Glinow, 2015). For instance, some employees may not be willing to become a supervisor because of their sex and origin. These factors are rarely changed.
   
• c. Positivity: A Positive attitude of the employee always makes them motivated towards their personal and organisational goals. Attitude towards the nature of the work and organisational structure decides the behaviour in the workplace. Negativity in attitude kills the existing skills and reduces the performance of employees, whereas positive employees perform their best and receive the expected results. Positive employees are a valuable asset for CAPCO to decide the organisational culture and structure as a collaborative function.
   
• d. Perception: Perception means the ability of an employee to understand the operations in an organisation. The better the perception better the results in work because perception ability helps to eliminate mistakes in work and increases the productivity in a unit time. CAPCO expects a good perception towards the problems at work so that the shortest and fastest solutions can be identified to solve the problems. The organisation encourages the employees who are good at perception to contribute to the structure and decision-making process.
   
• e. Personal Presentation: It determines how an employee presents themselves before the organisation. Management always monitors the behaviour and the personality of an employee in the workplace (Alfes.et.al.2013). Effective and well-mannered personalities are attractive points for the management to promote them for a higher position so that they can represent the organisation more effectively inside and outside the boundaries. The personality of an employee reflects the attitude towards the job profile and workplace services. 

 

 

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Task 2

2.1 Effectiveness of different leadership styles at CAPCO and TESCO

Leadership plays a vital role in the operations of both the organisation and its assists managers in handling the labour to achieve the optimum utilisation of human capital in the organisation. All the operations in CAPCO and TESCO depend on the performance of the leaders and their styles. Sometimes leaders motivate employees to improve efficiency and manage them according to the needs of the task. Leadership styles assist the leader to identify the needs of the employee and try to fulfil the need as soon as possible. The manager is solely liable to manage the employees to raise the productivity of the organisation and maintain good relations with the employees. The effectiveness of different leadership styles in CAPCO and TESCO is as follows:

• a. Autocratic Leadership Styles: CAPCO applies an autocratic leadership style to manage the employees in a better and effective way and makes the decisions according to the view of top management. Organisation does not include the employees in the decision-making process by which decisions are correct and effective (Du.et.al.2013). Autocratic leaders assist the organisation to manage the critical situations very effective way and solve the problems in a very genuine manner. On the other hand, TESCO implement the autocratic leadership at all the levels to make the decision-making process more effective and faster, in which lower-level employees need to focus on work in spite of the decision-making process.

• b. Democratic Leadership Style: CAPCO use this leadership style at different levels to motivate the employees and try to collect the views of the subordinates. This kind of leader distributes the work among the employees and tries to utilise the resources effectively. CAPCO applies this style to boost the morale of the employees. TESCO applies this style to maintain good relations with the employees and tries to increase their efficiency by including them in the decision-making process (Yousaf, 2015). This kind of leadership style is followed at the middle level of the organisation. For instance, for the development of employee leaders, take the periodic sessions about the use of new technology.

• c. Transformational Leadership Style: CAPCO use this approach in the operation for effective teamwork, and it can be achieved through transformational leadership style in the workplace. This kind of leadership style assists the leader in bringing the employees together and achieving the goal on time. This style facilitates the management to take advantage of the multi-skilled employees to achieve different kinds of tasks (Chou, 2014). TESCO apply this approach in order to make the employees perfect and assigns them tasks to achieve with proper teamwork.

 

 

2.2 Organisational theory underpins the practice of management

Organisational theory plays a crucial role in terms of management and helps the manager to increase the performance of the employees to achieve the organisational goal. The theory depicts the role of the manager in the operations of the organisation and acts as a motivator. Organisational theories develop the skills of the employees by focusing on the training of the employees. The following are the theories which CAPCO applies in the practice of management:

• a. Human Relations Theory: According to this theory, employees should be part of a supportive team that provides them with growth. CAPCO focus on the skills and needs of the employees in order to encourage the morale of the employees to participate in the decision-making process. When employees become part of the decision-making process, it will result in high-quality work. The theory increases employee retention and develops good relations between employees and the management. A good working environment keeps the employees motivated and increases their efficiency for the achievement of the management goal (Argote, 2015). The main focus of the theory is the development of human capital in the organisation and aims to improve the competence of the employees to elevate the productivity of the organisation. The theory states that if an employee is a part of an effective team, then it creates good relations among the teammates, and it shows the impact of the theory. CAPCO apply the human relations theory to raise the attention of the individual on the work and keep them motivated by identifying their needs and wants. For example, management distributes the bonus among the employees to boost their morale of the employees.

• b. Scientific management theory: CAPCO applies this theory to enhance efficiency by increasing the potential of the employee. The main intention of the theory is to decrease the misuse of resources and raise productivity. The organisation allocates the task to the employees and instructs them to achieve the goal on time. The theory assists the manager in collecting the data about the performance of the employees and converting it into mathematical data, and evaluating the performance of each employee.

At the end it can be said that both the theories applied by the CAPCO to conquer the organizational goals (Hicks, 2013). Human relation theory focuses on the behaviour of the employee where whereas other focuses on the performance of the employee. CAPCO applies this theory to achieve the organisational goals.

 

2.3 Different approaches to management 

CAPCO use the management approaches to work effectively and achieve the predetermined goals. The management provides the guidelines to the manager to deal with human capital issues in the organisation. Approaches assist the ideas to manager that how to raise the efficiency of the employee by making various approaches. The following are the approaches that help the manager to work successfully:

• a. Human relations approach: CAPCO and TESCO use this method to regulate the organisational operations. CAPCO motivate the employees with an offer of various services to them, like convenience facilities, accommodation, house rent allowance, etc. Whereas TESCO make the employees self-dependent because management thinks that if employees are put into a comfort zone, then it will decrease the efficiency of the employee and it will be a severe loss for the organisation. This approach assists the organisation to identify the psychological needs of the employees and try to fulfil them (Bryman and Bell, 2015). TESCO focuses on the task-oriented approach and aims to meet the organisational goals.

• b. Contingency approach: This approach aids the management to supervise the operations in an appropriate manner that leads to the growth of the organisation. By making use of the approach, the manager can identify the conditional factors and external factors as well. This approach facilitates the manager to identify the technological needs of the organisation and how to handle the different situations by making proper use of the allotted resources. The approach states that the behaviour of the employee must fluctuate according to the situation. The approach aids the manager to evaluate the self-performance and try to improve the necessary things (Manuj.et.al.2014). For example, a manager handles various groups and will not be able to interact with each group in a day, so he should hold a meeting and call all representatives from each group to the meeting and ask about the problems they are facing. These kinds of necessary steps a manager should take to evaluate the employee’s performance.

 

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Task 3

3.1 Impact of different leadership styles on motivation during the period of change

Leadership is the capability of an organisation to empower, inspire and facilitate the workforce to give efforts towards the effectiveness and achievement of the organisation to which they belong. The person who has the ability to bring such positive changes among the workforce is called a leader.  There are various types of leadership styles used by the leaders for providing direction, implementing plans and motivating the workforce of the organisation. Proper motivation of the workforce helps in achieving the goals and objectives of an organisation in an effective and efficient way (Avolio and Yammarino, 2013). They perform their task in full devotion and commitment towards the attainment of set targets.

 

During the period of change in CAPCO, the different leadership styles proposed by various authors have had a significant impact on the motivation of the workforce in CAPCO. It is noticed that whenever any change takes place in the organisation, the people working there resist such changes. The leadership styles, such as autocratic, democratic and transactional, are followed by the CAPCO during the change that occurs in an organisation. These styles help CAPCO’s workforce to accept the change that occurred (Daft, 2014). These styles help in removing the hesitation caused among the workforce due to such changes and motivate them to accept such changes willingly.
 

The autocratic style implied by the CAPCO during the period of change helps the leaders to make the employees follow such changes strictly and accordingly, without any denial or refusal. In this style of leadership, the employees are made with no choice. They have to accept the changes either willingly or forcibly (Devito.et.al, 2016). This leadership style ensures that the change is accepted in whole of the whole organisation.

The democratic leadership style helps during a period of change in CAPCO by motivating the workforce by giving opportunity to participate, to freely exchange their ideas about how to accept the change and the discussions are encouraged. This helps in bringing the positive attitude of the employees of CAPCO towards the change and also facilitates in removing the resistance to change in the organisation (McColl-Kennedy et.al, 2002).  Employees feel happy and satisfied, which helps them to acknowledge the change in the organisation willingly.

The transactional leadership style followed by the CAPCO during change helps in motivating the employees towards the change by using the reward and punishment system. This type of reward and punishment system encourages the employees to have a positive attitude towards the change and perform more effectively and efficiently according to the change.

 

 

3.2 Comparison of the application of two motivational theories within the CAPCO organisation

Motivation helps in encouraging the workforce of the CAPCO organisation to be more productive and effective. Motivation is a process of inspiring employees to complete the goals and objectives of an organisation. It provides a direction to the actions of the workforce. The psychological factors, such as job satisfaction, success, desire for money, etc, help in stimulating the people’s behaviour in the organisation. There are many types of motivational theories which are concerned with the processes that explain why and how human behaviour is activated.  The two main motivational theories used in CAPCO for motivating the workforce are as follows:
 

Maslow’s Motivation Theory
Maslow’s motivation theory, or Maslow’s hierarchy of needs, was proposed by Abraham Maslow in 1943. He describes the pattern of human motivations usually followed. According to this theory, there is a hierarchy of human needs which helps in satisfying and motivating the workforce in the organisation. The hierarchy consists of physiological need, safety need, love and belonging need, esteem need, and finally, self-actualisation need. According to Abraham, these needs should be fulfilled in a sequence to direct the behaviour of human resources in CAPCO. CAPCO uses this theory to motivate the workforce over there by satisfying the needs according to the pyramid of Maslow’s theory (Maslow, 2013). CAPCO has developed a variety of strategies to recognise employees’ needs appropriately so that they perform in a more effective and efficient manner, and high productivity can be attained by the organisation.

 

 

Herzberg Motivational Theory
The Herzberg motivational theory, or Two-Factor theory, was propounded by Frederick Herzberg.  Theory stated that there are certain factors present in the workplace which cause job satisfaction as well as job dissatisfaction among the employees. According to him, job satisfaction and job dissatisfaction act independently of each other. CAPCO uses this type of motivational theory so that the workforce of the organisation can be motivated with the help of job satisfaction. According to this theory, there are two types of factors present in the workplace which is responsible for bringing job satisfaction and job dissatisfaction among the employees of an organisation (Maslow, 2013). The two types of factors are as follows:

• a. Hygiene Factors: The hygiene factors are essential in the workplace for motivating the employees of CAPCO. Absence of hygiene factors in the workplace may result in job dissatisfaction among employees. The hygiene factors include physical working conditions, pay, fringe benefits, job security, etc.

• b. Motivation Factors: The motivation factors in the workplace help an organisation to motivate the employees in the right direction for achieving the goals and objectives efficiently and effectively. The motivation factors include promotion opportunities, recognition, achievement, opportunity for personal growth, etc. 

 

3.3 Necessity of managers to understand and apply motivation theories within the workplace

Motivation is the process which helps in directing the way and providing a positive attitude towards the employees for the successful attainment of organisational goals and objectives. In every organisation like CAPCO, the process of motivation is a must because it helps in guiding and satisfying the workforce in the organisation, which in turn helps in improving and increasing their productivity level (Northouse, 2015). The employees in any organisation are the most valuable asset of it and they form the basis for achieving the targets of the organisation. Proper motivation of employees helps the organisation to sustain in a competitive environment.  Thus, there is a need for managers to understand the motivational theories properly and apply them within the workplace accordingly.

According to a study, it is observed that if the internal factors, such as the human resources of CAPCO, are satisfied and happy, then it will automatically result in attaining customer satisfaction. The managers are the ones in the organisation who understand the employees or the workforce closely, and it is their responsibility to study the motivational theories thoroughly so that they can be applied in the workplace accordingly to achieve greater productivity from the employees. Lack of proper understanding of motivational theory may result in an unsuccessful attempt towards the motivation of employees (Zhao and Zhu, 2014). Different motivational theories have different concepts, and they have to be applied according to the situation prevailing in the organisation. For example, if the manager considers incentives as a factor for motivating the employees, then this will result in an unnecessary increase in the cost of the organisation. It is the responsibility of the manager to choose such factors which will bring the feeling of job satisfaction among the employees, and also it does not add an additional cost to the organisation and increases the production level.

 

 

Task 4 

4.1 Nature of groups and behaviour of groups at CAPCO

There are mainly two types of groups that have been identified within an organisation that have a significant impact on the behaviour of the organisation and contribute to the achievement of business objectives. According to the analysis, it has been identified that CAPCO has formal and informal groups within the organisation that are responsible for managing the business activities according to the defined structure and culture of the organisation. The team members are performing the activities assigned by the top management, which become mutually dependent on each other for completing the action. Formal groups of CAPCO are defined by the top management according to structure and common skill set of staff members, as well as their behaviour also stipulated according to organisational goals (Sinha and Trivedi, 2014). For example, the formal groups of CAPCO, like the accounts department, are a major part of organisations that are performing the task according to organisational structure.  The level of communication and coordination is high among these groups as well, deliberately perform their assigned duties. This kind of approach of formal groups within CAPCO is a key element of gaining success as well as developing the positive and healthy working behaviour of the organisation, which helps to maintain positive relations. Moreover, the other formal groups of CAPCO are committees and task forces that are performing the specific project following the process to meet the objectives.

Informal groups are not formally built up and do not have an organisational identity. These kinds of groups are formed by employees in the workplace in response to common interests of people, along with work assistance and social interaction. For example, people who have similar interests, language and religion are connected with each other at the workplace and complete the work by getting the support (Miner, 2015). These groups are not officially designed and developed by CAPCO, but personal and social relations are respected and understood by the management. These kinds of groups have a significant impact on the organisational behaviour as the coordination among the people from different departments improves the work culture, flexibility and environment of CAPCO, which is essential for developing the object-oriented approach.

 

4.2 Factors that promote and inhibit the development of effective teamwork

Teamwork is an essential element for an organisation to develop an effective work culture and maintain operational activities according to benchmarking standards to achieve the objectives. CAPCO is one of the leading financial sector organisations that offers quality services with the help of different teams at the workplace. According to the evaluation of teamwork at CAPCO following factors have been identified that promote and inhibit teamwork:
Factors that promote teamwork: 

• Communication: Effective teamwork is helped by apparent and open-ended communication. The team members of CAPCO are offering respect to the value of others and managing the work by supporting tasks. Moreover, the managers of the department and HR are organising the meetings and events to improve the interaction of staff members or specific teams, which helps to promote the team working (McEvily.et.al. 2014). The open conversation and input in the decision-making process of CAPCO is encouraging the team culture at the workplace, which is beneficial for organisational behaviour and approach for achieving the targets.

• Leadership: For developing and managing a good team, leadership plays a critical role. According to the analysis, it has been identified that leadership inspire the staff members and supports collaboration by coordinating the efforts of team members during the team meetings at CAPCO. Leadership is a key factor for promoting the team working by encouraging energy, stress tolerance, developing self-confidence and increasing emotional maturity that helps to build integrity in the team functioning and improves the contribution of staff members in the teamwork (Harmon, 2015). For example, the managers of CAPCO are leading the teams by focusing on the needs of individuals and groups and supporting them to get involved in the planning of the organisation to achieve the objectives more convincing and professional manner. 

Factors that inhibit teamwork:

• Group size: It is difficult for management to determine a fixed size of teams at the workplace. However, the team capacity improves the process of working, but the large size of groups increases the complexity as well as the issues that might inhibit teamwork. In general terms, the smaller-sized groups are more effective than the larger ones. For example, large groups at CAPCO are creating the problem in decision making as team members have different opinions, which creates a conflict situation (Carlson, 2013). Moreover, the participation of formal and informal groups also affects the teamwork as the interests of individual and organization objectives may sometimes differ, which inhibits the team working. 

 

4.3 Evaluation of the impact of technology on team functioning

Organisations are becoming dependent on the power of technology. Various technological facilities, such as mail, cell phones, and computer systems, are offering efficiency in the operation of CAPCO. Technology-based mediums are facilitating CAPCO members to communicate in a timely and effective manner to regulate the organisational activities. For team function, it is important to have better communication and sharing of important information with key members of the organisation to maintain the flow of operations as well as planning of issues that have a major impact on team working. CAPCO is using the advanced communication and financial tools for managing the operations as well as monitoring of staff members at work workplace, which has a positive impact on the process of working (Aydin, 2015). For example, CAPCO management has implemented the computers and is having communication with the staff member using the emails, which helps to direct the teams more appropriate manner and develop two-way communication within the organisation, which is beneficial for analysing the perceptions of staff members as well as influencing the decision making at ground level.

Use of technology in the operations of an organisation is reducing the effort and investment on approaches on traditional approaches. Cell phones are offering mobility in communication and connecting people who are far away from each other. In addition to it, personal computing devices are helping employees to digitise their tasks and methods to enhance the performance and the quality of work.

 

 

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Conclusion 

From the study, it has been considered that organisational behaviour has a significant impact on the process of working and managing the operations, considering the objectives. The report provided detailed information about the differences and similarities in the structure and culture of CAPCO and Tesco, as well as identifying the factors that have a significant impact on the behaviour of individuals. In the next task, the report discusses the theories for motivation and management of work. Leadership plays an important role in the planning of business and utilisation of resources to set the positive behaviour of the organisation. Moreover, the report has compared Maslow and Herzberg theories as well as the nature of groups at CAPCO that have a direct impact on teamwork. At the end, the report has explained the factors that promote and inhibit teamwork as well use of technology for better team functioning.

 

References

Books and journals
Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The International Journal of Human Resource Management, 24(2), pp.330-351.
Argote, L., 2015. A Behavioural Theory of the Firm: An Attractive Organisational Theory. Journal of Management Inquiry, p.1056492615572538.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.
Avolio, B.J. and Yammarino, F.J., eds., 2013. Transformational and charismatic leadership: The road ahead. Emerald Group Publishing.
Aydin, A.M., 2015. The influence of task and time on information behaviour in organisations (Doctoral dissertation, University of Leeds).
Bryman, A. and Bell, E., 2015. Business research methods. Oxford University Press, USA.
Carlson, M., 2013. Performance: A critical introduction. Routledge.
Chou, P., 2014. Does Transformational Leadership matter during Organisational Change?. European Journal of Sustainable Development,3(3), p.49.
Daft, R.L., 2014. The leadership experience. Cengage Learning.