...Organisational Structure and Culture Introduction: Tesco plc founded by Jack Cohen in 1919, is the biggest supermarket chain with market share of 30% compared to that of its rivals Asda 17.1% and Sainsbury 15.9%. Tesco Ireland is a planned international expansion of Tesco group. It currently controls 28% of Ireland’s grocery market after being formed in 1997. The initial chain stores acquisitions started in early 1980’s in Ireland. All it’s strategic decisions are being taken in the UK. Tesco’s profit margins in Ireland are the company’s highest in the world according to retail industry analysts in London. Organizational behavior is about the impact of individuals, groups, culture and structure on the business. It relates to expected behaviors of individuals within the organization as every single individual is different. And people tend to behave differently in a same situation. As people are the one who work in the organization, the performance of organization depend on the performances by employees so managers should make the list of expected behaviours of employees within organization and it is necessary to know how to deal with it. The value system, emotional intelligence, organizational culture, structure, job design and the work environment are important in determining human behavior. An appropriate culture can change the behavior of individuals. Organizational structures Organizational structure is a system used to define a hierarchy within an organization...
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...Analysis of the structure and culture of Thanda Forestry Company (TFC). 1. BUSINESS PROFILE OF THANDA FORESTRY COMPANY (TFC) TFC is a forestry parastatal which manages 175 000 hectors of State-owned commercial plantations. The Group consists of two main operating subsidiaries: Matanda Forests (“MF”) operating in South Africa’s 3 provinces (Limpopo, Mpumalanga and KwaZulu-Natal), and Florestais Mozambucus (“FM”) located in the Manica province of Mozambique. TFC was established in 1990 and has a total of 3000 employees with three main offices, two in South Africa and one in Mozambique. 2. EXECUTIVE SUMMARY I conducted the analysis of TFC’s internal and external environments and factors affecting its business for the Chief Executive officer of TFC. I reflected on gaps in its organisational design and culture and recommendations. TFC employees have not adopted a corporate culture of “growth through partnerships” as shaped by its new vision, mission and co-values. Its organisational structures are designed with an internal focus. The current economic meltdown has not made things easy for TFC, it has lost 50% of its long-term customers, sales volumes and revenue has dropped significantly. A need exist for TFC to implement change if they wish to survive in the next five year. The OECD report reflects undue political interference on SOE’s that distract them from achieving agreed objectives (OECD, 2005). TFC should consider trading as a private entity if it is to survive...
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...DIFFERENT ORGANISATIONAL STRUCTURES AND CULTURE: Organizational Structure: Organizational structure can take many forms; it’s affected by size, the difficulty the task it performs, including the environment and the culture. The structure you choose for your company is what will determine how your company will perform. It will determine the negative and positive effect in your company. It allows the owner of a business to have a glimpse of the grounding and structural choices, so he can have knowledge of competitors, and also organize his employees to the best advantage of his company. Some organizations have bureaucratic structures, these are hierarchical. These types of structures have long chain command, from the top layer to the bottom. The hierarchical structures were much popular during the 20th century. With this type of structure, it will ensure a smooth command structure, because of the narrow span control (The number of people that report to manger or supervisor). In contrast hierarchical structure is the Flat structure, which has few layers are on layer of management. The chain of command is short and span of control is wide. Command and communications will be short, fast and effective. It’s basically used for project work within an organization. People with special skills makes up the team of the structure, these people include the HR and other skillful people. Long command structure will not work smoothly with entrepreneurs’ culture. Organizational culture: This...
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... Assignment front sheet Qualification | Unit number and title | Pearson BTEC Level 5 HND Diploma Business | Unit 3: Organisations and Behaviour | Student name | Assessor name | | | Date issued | Completion date | Submitted on | 11th March 2013 | 4th April 2013 | | | | Assignment title | OB1: Culture and Management Style (1 of 3) | ------------------------------------------------- ------------------------------------------------- Learning Outcome | Learning outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | LO1 | Understand the relationship between organisational structure and culture | 1.1 | Compare and contrast different organisational structures and culture | 1 | | | | 1.2 | Explain how the relationship between an organisation’s structure and culture can impact on the performance of a business | 1 | | LO2 | Understand different approaches to management and leadership | 2.1 | Compare the effectiveness of different leadership styles in different organisations | 2 | | | | 2.2 | Explain how organisational theory underpins the practice of management | 2 | | | | 2.3 | Evaluate the different approaches to management used by different organisations | 2 | | Learner declaration | I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Student signature: Date:...
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...independent luxury hotel situated in the Lake District. The report will analyse the structure and culture of the hotel. It will also evaluate the roles that organisational structures and cultures play within organisations and the internal and external environmental factors that impact on such. Key tourism and management theories will be used in these evaluations, and comparisons drawn with The Lakes Hotel. Findings will be applied to both the hotel scenario and that of tourism in general. 1. Background to the Case Study The Lakes Hotel is situated on the shores of Lake Windermere. Craig and Sally Elliot have owned the hotel for the past 10 years. They are also the general managers of the hotel. This report will look at the organisational structure of The Lakes Hotel, and decide how it fits into such models. The command structure will also be analysed in order to determine the effectiveness of the methods used by the hotel, in comparison to other methods available. 1.2 Report Structure and Aims The ‘Findings’ section of the report will be split into two categories – organisational structures and organisational cultures, each analysed theoretically and specific to The Lakes Hotel, using a variety of tourism and management theories and models. The aim of the report will be to provide a clear and concise account of what organisational cultures and organisational structures are, what they consist of, how they are developed and factors that affect them, both...
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...Organisational Behaviour Organisational Behaviour By Natalie Hands-Siviter Tutor; Julian Billingham Course; HND Business November ‘15 Table of contents Page: Introduction ……………………………………………...................................................................3 Terms of reference …………………………………………………………………………………………………...3 Research methods ……………………………………………………………………………………………………4 Google’s background …………………………………………………………………………………………………5 Tesco’s background ……………………………………………………………………………………………………5 Analysis of organisational structure Google’s organisational structure ……………………………………………………………………………....6 Tesco’s organisational structure ………………………………………………………………………………….7 Comparison of Google’s and Tesco’s structure …………………………………………………….........8 Analysis of organisational culture Google’s organisational culture …………………………………………………………………………………..9 Tesco’s organisational culture ……………………………………………………………………………………..10 Comparison of Google’s and Tesco’s organisational culture ………………………………………..11 Organisational Theory’s ………………………………………………………………………………………………..12 Conclusion ……………………………………………………………………………………………………………………13 Bibliography …………………………………………………………………………………………………………………14 Introduction One of the biggest problems in today’s world for managers is managing the people. This is the reason many managers and owners need a good working organisational...
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...Organisational Behaviour Structure and Culture HND in Business Management (Assignment 1) Lecturer- Damir.jovic Eindray Kaung [Type text] Ealing, Hammersmith and West London College Hammersmith Campus Page 1 4/8/2011 Organisational Behaviour Introduction The purpose of this essay is to understand the term of organistion and how it is important in forming a business. Moreover, it also describes the organisational behaviour, which means how people behave in an organisation, and why it involves a major role of within the organisation in general. Furthermore, why organisation is essential for every business and how it can make the company successful in the business area. What is more, it expresses why people need to study organisational behaviour and how it is important to a certain extent for every business. In addition to this factor, it compares and contrasts different organisational structures and cultures which have a great impact on culture as well as performance. This essay concludes by presenting how different types of leadership styles stand in both organisations and their effectivness. Marks & Spencer's background The company of Marks & Spencer is a well-known retail store in the UK with 21million people visiting each week. The profitable UK company, Marks & Spencer, operates over 600 stores in the United Kingdom employing over 75,000 people in the UK and abroad with the support of 2,000 suppliers globally. The largest store is located at Marble Arch...
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...Qualification | Unit number and title | Pearson BTEC Level 5 HND Diploma Business | Unit 3: Organisations and Behaviour | Student name | Assessor name | Date issued | Completion date | Submitted on | 11th March 2013 | 4th April 2013 | | Assignment title | OB1: Culture and Management Style (1 of 3) | Learning Outcome | Learning outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence (Page no) | LO1 | Understand the relationship between organisational structure and culture | 1.1 | Compare and contrast different organisational structures and culture | 1 | | 1.2 | Explain how the relationship between an organisation’s structure and culture can impact on the performance of a business | 1 | | LO2 | Understand different approaches to management and leadership | 2.1 | Compare the effectiveness of different leadership styles in different organisations | 2 | | 2.2 | Explain how organisational theory underpins the practice of management | 2 | | 2.3 | Evaluate the different approaches to management used by different organisations | 2 | | Learner declaration | I certify that the work submitted for this assignment is my own and research sources are fully acknowledged. Student...
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...groups within organisations. It will investigate the connections among the structure and culture of organisations and how these work together and affect the performance of employees; it will also explain the effect of different leadership styles with in different organisations. A comparative analysis will also be inducted, using four companies namely British Airways, Southwest Airline, Coca Cola Company and Tesco. 1.1 Compare and contrast different organisational structures and culture. Organisational structures: “Organisational structure is transition to the continuum of commandment of an organisation and how each sections of this hierarchy work together to attain the aims and objectives of the organisation”.(Meese, 2012) An organisation structure is the way the business is set up. This includes lines of communication and span of control. It helps the business run effectively giving a visual picture of the organisation. Managers and employees are in charge with different task to complete and by completing their task they can improve organisation aims and objectives. There are different types of organisational structures such as tall and flat. A flat organisation has a small number of levels or just one level of management were the sequence of commandment is from the top to the bottom, it is short and the span of control is extensive. It can be suggested that British Airways organisational structure is flat as it suggests that its management starts from the top to the bottom...
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...Division of Business | Course: HND Level 5 Business (management) | Year: 2015/16 | Student Name: | UNIT 03: Organisations and Behavior | Lecturers Name: Dr O. Shittu | Date Issued: 25th of April 2016 | Completion Date: 20th of July 2016 | Fail Pass Merit Distinction P11.1 | P21.2 | P31.3 | P41.4 | P52.1 | P62.2 | P72.3 | P82.4 | P93.1 | P103.2 | P113.3 | P123.4 | P134.1 | P144.2 | P154.3 | P164.4 | M1 | M2 | M3 | D1 | D2 | D3 | | Learning Outcomes: 1 Understand the relationship between organisational structure and culture 2 Understand different approaches to management and leadership 3 Understand ways of using motivational theories in organisations 4 Understand mechanisms for developing effective teamwork in organisations. Comments:Assessor’s Signature:______________ Referred Date:______________ | Late: Yes No | Internal Verification: Yes No | I declare that the work I am submitting for assessment contains no sections in copied in whole or part from any other source, unless it is explicitly identified by means of quotation mark or by means of wholly indented paragraphs. I declare that I have also acknowledged such quotations by providing detailed references in an approved format. I understand that unidentified and un-referenced copying both constitutes plagiarism which is an offence. I give my consent for my work...
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...Question 1 Examine the organization structure of a FTSE 100 company and evaluate the reasoning behind its choice. Explain the advantages of this structure against other types of organizational structure. The FTSE UK index series is designed to represent the performance of UK companies, providing investors with a comprehensive set of indices that measure the performance of all capital and industry segments of the UK equity market. HSBC is on the 3rd rank of FTSE 100. History of HSBC HSBC Bank plc and its subsidiaries form a UK-based group providing a comprehensive range of banking and related financial services. HSBC Bank plc (formerly Midland Bank plc) was formed in England in 1836 and subsequently registered as a limited company in 1880. In 1923, the company adopted the name of Midland Bank Limited which it held until 1982 when the name was changed to Midland Bank plc. During the year ended 31 December 1992, Midland Bank plc became a wholly owned subsidiary undertaking of HSBC Holdings PLC (“HSBC Holdings”), whose Headquartered is in London. HSBC Bank plc adopted its current name, changing from Midland Bank plc, in the year ended 31 December 1999. The HSBC Group is one of the largest banking and financial services organisations in the world, with over 9,500 offices in 79 countries and territories in Europe, Hong Kong, the rest of Asia-Pacific, including the Middle East and Africa, North America and South America. Its total assets at 31 December 2009 were £579 billion...
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... 4.1 12 Reference 15 Bibliography 17 1.1 Comparison of the Organisational Structure and Culture Syngenta is a highly innovative diversified company in a very competitive market whose organisational structure the matrix, has been adopted to fit snugly with the goals and objectives of the company (The Times 100, 2000). In an effort to remain competitive the complexity of the matrix structure which combines more than one organisational structure allows the company to fully utilize the expertise of its human resource through the formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages the development of leadership and other management skills...
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...1.1 Comparison of the Organisational Structure and Culture Syngenta is a highly innovative diversified company in a very competitive market whose organisational structure the matrix, has been adopted to fit snugly with the goals and objectives of the company (The Times 100, 2000). In an effort to remain competitive the complexity of the matrix structure which combines more than one organisational structure allows the company to fully utilize the expertise of its human resource through the formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages the development of leadership and other management skills which act as a motivator for employees. ...
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...projects strategic objective realisation through organisational structure, culture, and succession planning.) DATE: 07/06/2013 Please include the following declaration: “I/We hereby declare that this assignment is entirely our own work, and that it has not previously been submitted to any other Higher Education Institution. I/We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by us, this has also been indicated.” Print Name | Signature | ID Number | Deon Bouwer | | 7212015526084 | Janus Esterhuizen | | 8612185194085 | Johannes Kohn | | 8208255075088 | Martin van der Schyff | | 6107085047089 | Nicholas Hardman | | 8608195131083 | Vishnu Govender | | 7506285141080 | Riaan Botha | | 7301155045086 | Table of Contents Executive Summary: 1 Introduction: 1 Case Evaluation 4 Case Analysis Framework 5 External and internal organisational pressures: 6 Matrix organisational structure: 7 Resource allocation and information systems: 9 Organisational behaviour: 11 Addressing Professional Resource requirements through short term and long term planning as part of the Operational Strategy 13 Replacement planning: 13 Succession Planning 15 Talent Management 16 Conclusion: 16 Bibliography: 17 Figure 1: Swot analysis results from the Multi Projects Inc case evaluation 5 Figure 2: The basic matrix organisational structure of Multi Projects Inc PMO and Systems Engineering...
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...|Qualification |Unit number and title | |Pearson BTEC Level 5 HND Diploma in Business (QCF) |Unit 3: Organisations and Behaviour | |Student name and ID number |Assessor name | | |Joseph Tawiah (Module Leader) | |Date issued |Completion date |Submitted on | | 25th January 2016 |22nd April 2016 before midday | | |Internal Verifier | | |Assignment title | Toyota Motor Corporation | |Instructions2o |An electronic copy of your assessment must be fully uploaded by the deadline date and time. | | |You must submit one single...
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