Asda Organisational Structure | Unit 3 OB HND Business
Unit 3 Organizational Behavior Assignment ASDA Organizational Structure
P 1.1: Compare and contrast the organisation structure and culture of ASDA PLC to British Airlines.
P 1.2: Explain how the relationship between ASDA’s structure and culture impacts its performance.
P 1.3: Discuss the factors that influence ASDA’s employees’ behaviour at work, giving relevant examples.
P 2.1: compare the effectiveness of the leadership styles used by ASDA and British Airways CEOs.
P2.2: Identify any organisational theory practised at ASDA and explain how organisational theory underpins management practice.
P2.3: Evaluate the different approaches to management used by ASDA and British Airways.
P3.1: What types of changes could ASDA engage? Discuss the impact that different leadership styles may have on the motivation of ASDAs staff in periods of change.
P3.2: Compare the application of different motivational theories with particular reference to ASDA’s employees as Maslow’s hierarchy of needs, Vroom’s Expectancy theories and McGregor’s Theory X and Y—-. Which approach is most applicable and why?.
P3.3: Evaluate the usefulness of a motivational theory for managers. How could a theory like Herzberg’s motivation theory be valuable and relevant to the managers?.
P4.1: Explain the nature of the various groups among ASDA’s staff and how they may influence the group behaviour.
P4.2: Discuss the factors that may promote or inhibit the development of effective teamwork among the employees of ASDA Plc.
P 4.3: Evaluate the impact of technology on team functioning within ASDA Plc.
Asda Stores Ltd is a British supermarket chain that retails food, clothing, general merchandise, toys and financial services. It also has a mobile telephone network, Asda Mobile. Its head office is in Asda House in Leeds, West Yorkshire. Asda PLC became a subordinate of the American retail giant Wal-Mart, the world’s largest retailer, in 1999 and is the U.K.’s second-largest chain by market share after Tesco PLC. In December 2010, Asda’s share of the U.K. grocery market stood at 16.5%. Asda’s marketing promotions have usually been based solely on price, with Asda promoting itself under the slogan Britain’s Lowest Priced Supermarket, 14 Years Running in asda slogan.
Business organisations in the 21st century constitute a complicated way as they have to face fierce competition in the marketplace. Managing these kinds of organisations is a complex task for the managers of business organisations (Asda opening hours). People or employees are the most valuable assets of business organisations, and working people in these organisations are the most challenging job. For this reason, it is essential to have a better understanding of organisational behaviour as it describes the organisational structures, cultures, motivation, leadership, group behaviour and team building and team functioning (Argyris, 1960). The structure and culture organisation have a significant impact on the organisation’s employees. Organisational structures and culture can improve the performance of employees if they can ensure proper communication and foster innovation and invention (Asda opening times). Motivation, leadership, and approaches to management are also essential to improve the performance of business organisations.
Task 1: ASDA Organisational Structure
P 1.1: COMPARE AND CONTRAST THE ORGANISATION STRUCTURE AND CULTURE OF ASDA PLC TO THAT OF BRITISH AIRLINES
The organisational structure is the most fundamental element to building an organisation. The organisational structure is essential for an organisation to make work specialisation and departmentalisation, to ensure span of control and chain of command. Asdas slogan is various types of organisational structures used by business organisations. These are pre-bureaucratic structures, bureaucratic structure, functional structure, divisional structure, matrix structure, flat structure etc. Apart from these, organisational culture can also be of different types. These are power culture, role culture, task culture, person culture etc. (Hersey, Blanchard and Johnson, 1988).
British Airways organisational structure
There has been a significant difference between the organisational structure and culture of ASDA Plc and British Airways. The organisational structure of ASDA Plc is a formal hierarchical functional structure as the organisation has so many functional departments. On the other hand, the organisational structure of British Airways is divisional because of various divisions of the organisation. On the other hand, the organisational culture of ASDA Plc is role culture as the employees and top executive of the organisation has specific roles to perform. Asdas slogan corporate culture of British Airways is more tasks oriented. The organisation emphasises more on the completion of jobs assigned to the organisation’s employees. Thus it is evident that the organisational structure and culture of ASDA Plc and British Airways are not similar, and there is a significant difference between them.
P 1.2: EXPLAIN HOW THE RELATIONSHIP BETWEEN ASDA’S STRUCTURE AND CULTURE IMPACTS ON ITS PERFORMANCE
Organisational structure and cultures play a significant role in achieving the organisation’s goal. The organisational structure and culture of ASDA have a considerable impact on its performance. The traditional hierarchical functional structure at ASDA is helpful to improve the chain of commands, a span of control, work specialisation, departmentalisation and decentralisation (Asda Washington). The design and culture of ASDA also have a significant impact on the organisation’s employees. Organisational structures and culture can improve the performance of employees if they can ensure proper communication and foster innovation and invention (Whiteley, 2002).
Asda management structure
There are both positive and negative impacts on the organisation’s performance by the effect of the organisation structure and culture of ASDA. The positive impact of ASDA’s organisational structure and culture is that it provides a boundary of functions and roles of the employees. It also provides a sense of identity to the organisation’s employees (Whiteley, 2002). On the other hand, the negative impact is that diversity of functions and roles sometimes creates conflicts among ASDA employees(what time does Asda open). It may make a bad working environment for the organisation. Above all, despite the various negative impacts of the culture and structure of ASDA, these are useful to create a proper work environment for the organisation.
P 1.3: DISCUSS THE FACTORS WHICH INFLUENCE THE BEHAVIOR OF ASDA’S EMPLOYEES AT WORK GIVING RELEVANT EXAMPLES
The behaviour of employees at the workplace in ASDA depends mainly on the organisation’s reward system, the structure and culture, and the overall work environment of the organisation. The reward system of an organisation involves monetary reward and non-monetary reward. Rationally the motive behind employees’ work in a business organisation is the reward. People work because they want to be rewarded. Thus, the behaviours of individuals at the workplace are primarily influenced by the organisation’s reward system (Kreitner and Kinicki, 1998).
The structure of the organisation is also a vital determinant of the behaviours of individuals because organisational structure determines the scope of behaviours of individuals at the workplace. The system of an organisation defines the Authority and responsibility of employees in the workplace. It shapes the nature of the relationship among the people in an organisation. The behaviours of the employees of ASDA are also affected by its structure. The employees of the ASDA are very cooperative and friendly because of its flexible organisational structure.
The organisational culture of ASDA is also an influential factor that affects the behaviours of employees in the organisation. The corporate culture of ASDA consists of the core value and beliefs of the organisation. Asdas slogan organisational culture of the organisation is to promote the value and confidence of the organisation. Organisational values and beliefs guide an employee’s behaviour in the workplace (Whiteley, 2002).
P 2.1: COMPARE THE EFFECTIVENESS OF THE LEADERSHIP STYLES USED BY THE CEOS OF ASDA AND BRITISH AIRWAYS
Leadership is the process of persuading, motivating, directing, and controlling employees to perform their duties to achieve the organisation’s objective. To lead and manage the employees’ managers of business organisations follow different leadership styles. Leadership style may be authoritative, democratic, coaching, paternalistic, and laissez fair. Autocratic leaders are more power-oriented, the communication is top-down, and there is a formal command and control system. On the other hand, democratic leaders are more with the group as a whole (Whiteley, 2002). Paternalistic leadership is a soft authoritarian leadership style. Laissez fair leadership is delivering more power to the employees to do whatever they think is best for the organisation. Coaching is a more employee-focused leadership style.
The leader, followed by the CEO of ASDA, is more employees focused. The CEO of this organisation is Andy Clark. He focuses more on the employee’s innovative power to solve the organisation’s problematic situation (Impromptultd.com, 2014). The motto of this person is that leaders are not born. Asdas slogan is made, leaders need a good mentor, leaders should have the capacity to keep pace with the change in the business environment, and leaders have to be people (Jefford, 2014).
On the other hand, the CEO of British Airlines is Keith William. The motto of his leadership is motivating the employees of the organisation to compromise their interests for the betterment of the organisation and creating awareness about the firm’s objectives. The CEO’s leadership style is more objective oriented and analytical (Britishairways.com, 2014). On the other hand, the CEO’s leadership style of ASDA is more employee-focused. Both of these is leadership style is effective because of the nature of the business operation of these organisation(Asda the galleries). As a retail organisation, the Success of ASDA mostly depends on its employee’s performance. On the other hand, the leaders of British Airways should be more action-oriented than employee-oriented.
P2.2: IDENTIFY ANY ORGANISATIONAL THEORY PRACTICED AT ASDA AND EXPLAIN HOW ORGANISATIONAL THEORY UNDERPINS THE PRACTICE OF MANAGEMENT
The organisational theory involves the formation, structures and leadership of the organisation. The managers of business organisations follow different corporate ideas. As a retail organisation, ASDA PLC’s managers of ASDA practice some organisational theories. The most widely used organisational views are the scientific management approach, bureaucratic approach of Max Webber and the administrative theory. The organisational theory determines work specialisation, Authority and responsibility, discipline, and unity of command. The organisational theory was developed by French management expert Henri Fayol. The corporate theory practice in ASDA PLC is Administrative theory (Wibbeke, 2009). There are fourteen principles of administrative theory. These principles are the specialisation of work, unity of command, unity of direction, order, equity, scalar chain, esprit de corps, stability of tenure, subordination of individual interest to group interest, line and staff management, decentralisation, initiatives, compensation package and friendly workplace.
P2.3: EVALUATE THE DIFFERENT APPROACHES TO MANAGEMENT USED BY ASDA AND BRITISH AIRWAYS
Management approaches of different organisations vary because of other important issues that affect the managerial process of an organisation. Management to implement various decisions depends on multiple issues. These are different types of technologies involved in the administrative process, the organisation’s objectives, the complexity of tasks, and the project or study timeframe. Other business organisations use various management approaches. Some of the unique approaches to management are the human behaviour approach, social system approach, decision theory approach, socio-technological approach, management science approach, system approach and contingency and situational approach (Shackleton, 1995). The use of these approaches depends on the nature and scope of the organisation’s business operation.
Ethical approaches to management can improve the performance of the organisation. The approach to management used by ASDA is the System approach. The system approach is a combination of parts and subsystems, and it is effective for an organisation with a lot of departments and branches. It is a practical approach to management for ASDA. The approaches to management used in British Airways are the operational approach and contingency or situation approach. Both of these approaches are effective for the organisation to improve performance and productivity (Wibbeke, 2009).
P3.1: WHAT TYPES OF CHANGES COULD ASDA ENGAGE IN? DISCUSS THE IMPACT THAT DIFFERENT LEADERSHIP STYLES MAY HAVE ON THE MOTIVATION OF ASDAS STAFF IN PERIODS OF CHANGE.
As a social entity, business organisations face different social, economic, political, and environmental forces that force business organisations to change their processes and strategies. Organisational changes are a regular activity for business organisations to cope with the changes in the business environment. Organisational changes can be of three types. These are business process reengineering, technological changes and incremental changes. The analysis and design of processes and workflows within an organisation is business process reengineering. On the other hand, the innovation, invention and diffusion of technology or methods are called technological changes in a business organisation. Apart from this, incremental changes are added to the project using small and gradual changes instead of large jumps in business operations (Anon, 2014).
Changes in the business process have a significant impact on the motivational level of the mind of the organisation’s employees. In these circumstances, leadership plays a crucial role in improving the motivation of the organisation’s employees. As a retail organisation, ASDA incrementally increases its business span. In the periods of change, focusing on employees plays an important role (Whiteley, 2002). Focusing on employees makes changes easier for the organisation because it effectively reduces barriers to business changes. Thus the leadership styles of ASDA have a significant impact on staff motivation in the periods of changes in the organisation.
P3.2: COMPARE THE APPLICATION OF DIFFERENT MOTIVATIONAL THEORIES WITH SPECIAL REFERENCE TO ASDA’S EMPLOYEES AS MASLOW’S HIERARCHY OF NEEDS, VROOM’S EXPECTANCY THEORIES AND MCGREGOR’S THEORY X AND Y—-. WHICH THEORY IS MOST APPLICABLE AND WHY?
Various authors and management experts developed different theories about the motivation of employees in the business organisation. The main aim of these theories is to increase the performance and productivity of the organisation by increasing the causes of the employees of these organisations. Managers of different organisations use these theories to motivate their employees. Applying these theories depends on the nature and scope of the business organisation. Some of the main ideas relating to motivation are Vroom’s theory of expectancy, Maslow’s need hierarchy and McGregor’s theory of X and T (Schermerhorn, Osborn and Hunt, 2000).
Maslow’s need hierarchy theory is used to identify the layers of a person’s needs. This theory suggests that people possess five requirements, from primary physiological conditions to self-actualisation. On the other hand, McGregor’s X and Y approach entails two kinds of workers in the workplace. One type of worker requires strict monitoring as they dislike working and are idle. On the other hand, a different worker is very active and enjoys working (Schermerhorn, Osborn and Hunt, 2000). Vroom’s expectancy theory entails that motivational force that direct behavioural alternatives result from the perception of people that effort will lead to performance and perception of people that performance will lead them to the desired result and the value of expected results to the people. To motivate the employees of ASDA PLC, Vroom’s expectancy theory is most applicable. The approach focuses more on the perception of employees.
P3.3: EVALUATE THE USEFULNESS OF A MOTIVATIONAL THEORY FOR MANAGERS. HOW COULD A THEORY LIKE HERZBERG’S MOTIVATION THEORY BE USEFUL AND RELEVANT TO THE MANAGERS?
Managers of business organisations use different motivational theories to motivate their employees. The usefulness of motivational theories for managers depends on several issues. Firstly the effectiveness of the motivational approach mainly depends on selecting the correct view for the proper context. In addition to that, the motivational theory is more applicable when managers identify the employees clearly and take action based on the situation (Whiteley, 2002). Herzberg’s motivation theory entails that certain factors cause job dissatisfaction while other factors cause job satisfaction. Managers can use Herzberg’s motivation theory when they clearly understand the factors that cause job dissatisfaction for the employees and the elements that causes job satisfaction for the employees are. The usefulness of the theory depends on the manager’s clear understanding of the problems of employees and identification of the proper solution to those problems (Robbins, 2001).
P4.1: EXPLAIN THE NATURE OF THE VARIOUS GROUPS THAT MAY EXIST AMONG ASDA’S STAFF AND HOW THEY MAY INFLUENCE THE GROUP BEHAVIOR.
A group comprises two or more people having a common goal. Different groups exist in a business organisation like ASDA. Among these groups, some groups are formal, and some are informal. There are two kinds of legal groups that exist in the workplace. These are the task group and command group. The command group has a fixed position in the organisation and is not temporary, and the task group is formed in ASDA to complete specific motives and tasks. Task groups are usually quick. In addition to this, some groups exist in ASDA, which the organisation does not form. The members of the organisation include these types of groups. These groups are called informal groups. There are two kinds of informal groups in ASDA. These are Friendship groups and interest groups. Friendship groups comprise intimate friends who have a typical attitude, belief or age. On the other hand, interest groups are formed based on the members’ intentions to achieve a common interest (Whiteley, 2002).
Various groups in ASDA have a significant impact on the performance of employees in the organisation. The degree of influence by the groups in group behaviour is not the same. Informal groups like interest groups and friendships have more impact on the group behaviour. More importantly, the interest groups are the most important groups that significantly impact the group behaviour of the employees as the group is formed to safeguard the interest of the employees in the organisation (Wibbeke, 2009).
P4.2: DISCUSS THE FACTORS THAT MAY PROMOTE OR INHIBIT THE DEVELOPMENT OF EFFECTIVE TEAMWORK AMONG THE EMPLOYEES OF ASDA PLC.
Organisational teams are developed in business organisations to increase the productivity and performance of the organisation’s employees. Teamwork must be adequate so that team members can be motivated to achieve the team’s common goal. Some factors inhibit or promote the development of effective collaboration among the employees of ASDA plc. These factors are diversity, communication, leadership and teambuilding exercises (Wibbeke, 2009).
Teams are built by a diversity of cultures, talents and personalities of the organisation’s employees. A variety of employees promotes innovation and creativity and creates awareness about teamwork. It is an essential factor for effective collaboration among the employees of ASDA. Leadership style is also a critical factor that significantly impacts the attitudes and working mentality of the team members. Clear and open communication also facilitates effective teamwork. There must be a strong communication network among the employee members to build effective collaboration. Shared experiences and practices also develop an effective team for which a teambuilding exercise is an essential tool (Wolski, 2014).
P 4.3: EVALUATE THE IMPACT OF TECHNOLOGY ON TEAM FUNCTIONING WITHIN ASDA PLC.
Technology is the most influential force for the success of the business organisation in the 21st century. Technology is dynamic. The changes so rapidly that nothing can be compared with its changing nature. It is a vital force for team functioning in a business organisation. The use of technology by the team members has both positive and negative impacts. Proper use of technology can improve team functioning. On the other improper use of technology can also hinder team functioning (baily, 2014). Technologies such as email, computers, groupware and mobile phones can improve the performance of the team members at ASDA. It increases the productivity of employees engaged in a team inside the organisation. There has been some negative impact of using these technologies. The most significant negative aspect of using technology is that technology creates information overload. Information overload makes sense of hesitation about the outcomes. For this reason, proper selection of information can only ensure expected performance.
Conclusion Asda Organisational Structure | Unit 3 OB HND Business
Organisational behaviour is an important area for the development of a business organisation. It encompasses the structures, processes and systems needed to manage employees to achieve the organisation’s goal. The organisational structure is the most fundamental element to build an organisation (Luthans, 1977). The organisational structure is essential for an organisation to make work specialisation and departmentalisation, to ensure span of control and chain of command. The organisation’s design is also a vital determinant of the behaviours of individuals because organisational structure determines the scope of behaviours of individuals at the workplace. The system of an organisation defines the Authority and responsibility of employees in the workplace. It shapes the nature of the relationship among the people in an organisation. Leadership is the process of persuading, motivating, directing, and controlling employees to perform their duties to achieve the organisation’s objective. To run and manage the employees’ managers of business organisations follow different leadership styles. Various management approaches are used by the other business organisations, such as the human behaviour approach, social system approach, decision theory approach, and different motivation theories like Herzberg’s Hygiene Theory, Maslow’s need hierarchy, etc. (Robbins, 2001).
Asda Stores Ltd is a British supermarket chain that retails food, clothing, general merchandise, toys and financial services. It also has a mobile telephone network, Asda Mobile. Its head office is in Asda House in Leeds, West Yorkshire. Asda PLC became a subordinate of the American retail giant Wal-Mart, the world’s largest retailer, in 1999 and is the U.K.’s second-largest chain by market share after Tesco PLC. In December 2010, Asda’s share of the U.K. grocery market stood at 16.5%. Asda’s marketing promotions have usually been based solely on price, with Asda promoting itself under the slogan Britain’s Lowest Priced Supermarket, 14 Years Running in Asdas slogan.
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