Organisations And Behaviour

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Organizational communication, mostly including employees with different cultural and racial backgrounds, is a managerial and a personal challenge for the new store manager of a Tesco supermarket. Primarily, the relationship between organizational structure and culture will be analyzed, in order to provide a general perspective of the organizational environment in the mentioned Tesco supermarket. Based on the existing framework, possible leadership patterns to be adopted will be analyzed, in order to suggest the most adequate leadership style for Tesco supermarket. A reliable leader is not just the person assigning tasks and supervising their implementation, but the person who uses suitable motivation strategies to improve the work of employees and the global activity of the organization. Additionally, a reliable leader is focused on the effective development of teamwork, providing solutions for long-term performance, despite cultural, racial or other forms of particularities existing among employees or subordinated managers.

LO1

AC1.1

Organizational structure can be defined as a collection of stable aspects concerning the organizational behavior, the allocation of work roles, procedures to be implemented for efficient management, decision making strategies, as well as regulatory controls (Needham, 1999, 228). Additionally, the culture of an organization can be also described as a collection of internal organizational details, yet its aim is different. Basically, the organizational culture include particularly sensitive, unable to be quantified organizational acts as rituals, ceremonies, norms, procedures, specialized language, known by all the members of the organization, connecting them into a communication network (Keyton, 2011, 28). Between organization's structure and culture an organic connection is formed, as the organizational structure essentially influences the culture of an organization, for example a discrepancy between organizational culture and structure could create additional barriers to an efficient management, while a reliable association of organizational structure and culture create the favorable context of profitable management (Prokopenko, 1992, 206).

The multifunctional organizational structures, although are newer form of internal organization comparing with the bureaucratic paradigm established by Max Weber, tend to develop rather centralized control over employees and organizational activities, based on separated functional departments as marketing, production, human resources or customer care. Inside each department, the employees as experts in the area of activity perform specialized tasks, using common resources and being supervised and encouraged to obtain performance. In terms of connection with organizational culture, this model stimulates the sense of identity, as employees perceive their efforts are appreciated and they can develop their career. Although it provides efficient results, this type of organizational structure is adequate for standardized goods and services produced in large volumes as in the case of General Motors, based on a previous pattern of stability, that is daily enhanced through easy and standardized coordination. The negative effects that multifunctional organizational structure can create is associated with poor communication between different departments, as well the focus of experts on short-term visions. The stability promoted by this model corresponds to the tendency of balance issued by the organizational culture model of task culture, associated with the image of Athena, the goddess of wisdom. Basically, every employee and manager is given particular tasks, which are interconnected with the tasks of other members of the organization. The model stimulates an intense communication between the levels of the organization, but can be severely affected, if one member does not perform his/her tasks (Handy, 2011, 94).

The multidivisional organization structure is based on all relevant functions grouped in individual division. Each division uses the necessary resources, to complete its activities, being able to function on geographic basis on a different market than the market where the headquarters exists or on a product or service basis, creating different categories of products for different customer targets. Each division benefits of local autonomy, yet is tributary to central decision-making, as in the case of Toyota separate divisions for textile machinery or engines, all of them subordinated to the headquarters. Based on the autonomy that every division has, the organizational culture is marked by an improved sense of identity, as employees are encouraged to involve in the efficient management of their division, to seize the environmental changes and to propose solutions for an adequate adaptation. Employees are themselves the cultural representatives of the business environment on the market, being able to provide essential details about changes on the market. Generally, multidivisional organizational structure is applied for niche departments or businesses, stimulating strategic control, quick internal and external feedback, constant specialization of employees, but creating disadvantages as increased costs, the potential orientation on short-term projects, as well as the duplication of operations, susceptible to create organizational conflicts. Multidivisional structure generally corresponds to the role culture mentioned by Handy (2011), comparing with the necessity to impose and respect rules, as suggested by the image of Apollo, god of light. In practice, communication inside an organization adopting this model is based on a constant and efficient flow chart of work, with prescribed roles, leading to stability. The negative side of the model is the predictability, as employees and managers might find themselves prisoners to an implacable set of rules, unable to express their personal perspective, which limits the evolution of the organization (Handy, 2011, 88).

Comparing with the previous organizational structures, the matrix structure is based on increased flexibility and ability to change more rapidly to the business environment evolution. Inside a matrix structure, employees have initially two or more reporting relationships, one based on authority including managers, while the second line connects employees and their projects or initiatives. Analyzed as organizational culture element, this model encourages the employees to focus on different activities, to push forward for progress, even on simultaneous areas, as well as the perspective of being rewarded for the multifunctional effort. The model is applied by Starbucks based on product-based divisions, reporting to two managers and not to the whole organization. Matrix model is generally applied in the first phases of an organization's development, being replaced with a more reliable model on the long-term. Organizations choosing it face essential changes on a dynamic business environment, being requested to produce large amount of information, products or services on increasing or large markets, based on the sharing of scarce resources. Additionally to its efficiency, this model can create the context of unproductive power struggles between division manager and project manager, as well as the duplication of sales or workforce (Hodges, Gill, 2015, 234-237). Focusing on Handy's classification of organizational culture, in the case of matrix a power culture can form, although it is a hybrid pattern, as there are two major "gods", the close manager and the upper manager, to who employees also report. Based on an authoritarian level, as suggested by the image of Zeus as father of all gods, this model is excellent for speed of decision, sometimes omitting quality, but focusing on the necessity to find solutions to the issues occurring (Handy, 2011, 86).

Tesco, one of the major retailers on the British market, uses a complex organizational structure, in order to efficiently meet the demands of customers and partners. In the case of new stores or employees recently promoted, as the example of the new store manager of the biggest West London Tesco store, the central board is likely to impose a matrix structure for short-term, in order to effectively monitor the activity of the new manager. The pattern was also applied by Procter & Gamble (http://www.bloomberg.com/news/articles/2013-12-13/procter-gamble-said-planning-reorganization-of-overseas-units), as expanding in Eastern European, it created local departments of sales and production, which were directly subordinated to the headquarters, as well to local managers. In a matrix structure as the initial one in Tesco supermarket analyzed, the internal environment is a flexible one, the new manager is appreciated for his expertise as mini Tesco manager in the company's network, stimulating employees to freely communicate, share resources and focus on their tasks, so that the Tesco supermarket can be an efficient one. Employees are suggested to involve in the local management of Tesco supermarket, in order to propose efficient strategies to increase sales, the new manager can also rely on their personal background as customer of products distributed by Tesco or by rival retailers. On the other hand, the perspective of dual authority can be confusing, if the new manager and the regional manager as upper position in Tesco's hierarchy provide ambiguous or contradictory suggestions. Additionally, the relation between the new manager and the employee can surpass the collegial level required for the correct function of the organizational structure, leading to the impression of being indulgent, creating negative effects on the development of the store's efficiency, similarly an autocratic leadership is likely to create a negative evolution. Finally, the employees as well as the new manager have to be constantly trained to face the challenges of the business environment, which increases the costs of the store.

As the management of the Western London Tesco supermarket reached a certain level of maturity marked by internal stability and increasing sales, the headquarters is likely to change the matrix organizational structure to multidivisional structure, able to support the current development of the store. The multidivisional structure is generally applied by major companies as BP, energy producer, dividing its activity on strategic departments as Gas Production, Renewable Resources or Marketing. The pattern develops an organizational climate based on operational control, quick feedback to any environmental change related to the market or to the evolution of a certain product, as well the possibility for the new manager to develop his current expertise through the assumption of new tasks, since the dual authority is cancelled. In the position of store manager, he will constantly collaborate with the directly subordinated divisions, Food Trading, Non Food Trading and Human Resources, in order to provide the most adequate marketing strategies. In the case of this organizational structure, some negative effects can occur, requiring the attention of the new manager as the focus of employees on short-term performance and the increased costs related to operations, issued by the duplication of organization effort across divisions.

AC 1.2

As suggested by the transition from matrix organizational structure to multidivisional structure in the case of West London Tesco supermarket's management, a suite of transformations concerning organizational culture can occur. Initially, the matrix model is associated with the power culture pattern, presuming that employees have to report to two managers, the local one and the supervising manager, determining them to refrain their potential suggestions related to the evolution of the store. Based on the dual authority pattern, the internal communication might be affected, as the manager or the employees might not be transparent in their reports, creating a tense organizational climate of hunting errors to be reported. On the other hand, as there is a supervising manager able to control the manager's activities, employees might be encouraged to report certain misfeatures, as in the opposite situation of having the store manager as the only person able to analyze the negative details of the store activity. In order to be efficient, the matrix and power culture models should be associated with a sense of democratization, allowing both store manager and employees to freely share opinions, completed by the reduced role of the supervising manager.

Secondly, the multidivisional structure completed by the role culture is a more efficient management perspective to be applied in the case of the West London Tesco. Based on a rational communication scheme established by the manager, each division is offered a suite of activities to be performed, in close interdependence with the other divisions. The activity of the store takes the shape of an informational flow, each division being aware of its tasks, as well as the evolution of the global tasks of the store or the tasks of a particular division. The store's activity is based on stability, able to obtain positive results as increased sales or improved customer care, yet the flow of information between divisions might lead to negative effects, as the overestimated focus on the assigned activities, unable to offer suggestions. If it is not completed by other organizational models as the integration of personal goals or the democratic functioning of the organization creating opportunities for participation, this pattern leads to the reduction of divisions' interest in the evolution of the store, as well to personal fatigue.

AC 1.3

Individual behavior at workplace is concretely based on two complementary levels: the personal perspective of the employee and the organizational perspective related to the activity of the company. Generally, the organizational perspective is predominant, as in the case of McDonald's asking its employees to behave in a certain way with the organization's customers (to be polite, to be fast in their serving, to thank for having purchase), but there can be exceptional cases when the individual behavior can create an organizational scheme at workplace, as in the case of one of Facebook's founders, Mark Zuckerberg, suggesting that the age of an employee does not have to be analyzed, but his/her effective performance, Facebook being one of the major employer of young people passionate by IT or online communication. Focusing on the factor that could influence individual behavior, in order to obtain an improved experience at workplace, a suite of factors favoring team effectiveness will be analyzed (West, 2012, 7).

Employees have to be given task-related objectives, presented in a clear format, as well as supported by the required feedback of supervisors. In the case of Tesco' West London store, the new manager will provide detailed and concise information about the required tasks to each manager in subordination as Food Trading, Non Food Trading and Human Resources. If those managers completely understand and perform their tasks, they will be able to deliver clear task-related information to employees in their subordination as Fresh Food Section Responsibles or Electrical Section Responsibles. Task-related objectives form an interdependent network of information between manager and subordinated employees, if it is clearly stated, it is likely to lead to positive results as improved efficiency between divisions.

Employees have to be offered opportunities for well-being, in order to stimulate their daily creativity and performance at work. Currently, work is associated with a certain degree of stress, the companies being interested to offer relaxing solutions as Google created the leisure rooms where employees can play tennis or listen to music in their break, before returning to work. A relaxed employee is considered more efficient rather than a stressed one. Additionally, in order to satisfy the needs of employees for well-being solutions, the breaks were increased.

Innovation has to be appreciated and encouraged. Companies as Facebook are focused on encouraging employees to provide innovated services or products for customers, investing in their interest to support the progress of the company, as well as their personal development. For example, Facebook created a special place, a wall where successful stories of the employees are presented, ending with blank spaces where employees are suggested that their stories will be next, as success is the only word associated with the company's evolution.

Inter-team cooperation is preferred instead of internal competition. Although competition between employees is essential, in order to stimulate them to provide improved results, lately a sense of cooperation between members of the organization is supported. Orange usually organizes events where employees are invited to participate, as if they were having fun with friends or close acquaintances. This type of strategy essentially influences individual behavior at workplace, determining employees to perceive their presence in an organization not only as a job, but as an effective participation to its evolution.

LO2

AC 2.1

Generally, leadership strategies can be analyzed on two major components: restrictive and expansive leadership, based on the main organizational perspective developed by team leader or manager of the organization. In contemporary context, based on the necessity to obtain reliable long-term results, the expansive perspective is preferred, but in practice the two directions are intertwined, as a restrictive leadership can include expansive features as the creating mutual trust, while expansive leadership can be based on restrictive features as higher supervision of employees' activities.

Restrictive leadership as authoritarian or supervision leadership is basically found in organizations as Renault, a car producer, focusing on activities that do not focus on mutual communication. Workers in Renault factories are aware of the tasks they have to perform, they work in particular areas assisted by machines, being closely supervised by team leaders. The sense of belonging to an internal community is minimal, the workers and leaders relying on the formal contract signed, first ones aiming to obtain improved financial remuneration, while the last ones are interested in the strict completion of activities (House, Hanges, Javidan, Dorfman, Gupta, 2004, 86).

A hybrid form of leadership combining restrictive and expansive features is represented by the transactional leadership, mostly implemented by organizations worldwide, as in the case of Microsoft or Starbucks. Concretely, the transactional leadership identifies the rewards employees are interested in and help them achieve a level of performance, in order to obtain them. Transactional leaders have the ability to inspire employees, to achieve greater results, but they also perform a strict control on their efficiency, supervising the fulfillment of organizational tasks. The aim of transactional leadership is to determine employees to collaborate for longer-terms and more substantial goals than personal ones or short-term activities (Bertocci, 2009, 49).

Currently, in order to improve the organizational activities, as well as the satisfaction degree of employees, companies as Ikea or Apple adopted the creative leadership pattern. Creative leadership is perceived as an innovative leadership able to produce "new routines and protocols" (Mullins, 2010, 318), able to surpass the inherent disadvantages of previous patterns, such as behavioral barriers or norm barriers. Basically, a creative leader is able to create a democratic organizational space of communication, a shared vision among employees, a stimulating organizational climate, commitment to the organization's goals, a network of skills, as well as ability to constantly train oneself in order to be more advanced as employee or as manager.

AC 2.2

As types of leaderships were presented, this level of organizational theory can be used to analyze and improve the practice of management in the case of West London Tesco supermarket. The supervision leadership can be an initial strategy to be applied, as completing the matrix organizational structure, allowing to the new manager to efficiently monitor the activity of employees, in order to correct potential disadvantages such as a sense of laissez-faire, the employees considering that the new manager does not "know" how to lead a major store, only a mini store as in his previous experience. Comparing with the traditional approach on supervision leadership, in the case of Tesco supermarket, employees are not separated in non-communicative areas as in a factory, divisions effectively inter-communicate, as consequence the supervision leadership is radically changed in the case of Tesco, being associated with an initial reliable monitor of the new manager. The transactional leadership is able to complete the leadership vision, soon after the initial supervision phase end. The transactional leadership can be associated with the multifunctional organizational structure, the leader encouraging each level of the organization as employees and subordinated managers to improve their daily activities, so that the Tesco supermarket represented be a profitable one in terms of reliable long-term communication and increasing profit. In this phase, the supervision activity of the new manager is replaced by strategies able to stimulate employee to get involved in the positive evolution of the store as brainstorming sessions. Finally, as the leadership of the new manager matures, creative leadership becomes predominant, being associated with a clear role culture. Employees are aware of their role in the organization as stimuli of organizational evolution and personal development, they are committed to use every resource available to reach goals and to constantly improve their activity. Creative leadership is extremely essential in limit situations as crisis periods of negative sales, the employees and manager freely debating about the opportunities of the store to recover and to avoid a similar situation in the future.

AC 2.3

Although the classical approach of management as mentioned by Taylor, Fayol, Urwick, Mooney and Reiley can be considered inadequate for modern organizations, in some activities as car producing in the case of Bentley, is an efficient pattern to be applied, completed by contemporary management perspectives. Concretely, managers using the classical approach of an organization focus on the identification and clear establish of goals, the supervision of responsibilities in organization, while the division of work is analyzed on the fulfillment of duties, maintaining specialization and coordination. Although it is based on a clear and efficient work routine, the classical perspective can create the image of a rigid hierarchy, as well as the development of formal organizational relationships. In order to avoid routine and poor results of organizational duties, managers using this framework insert innovative techniques as the introduction of the employee in another area of the organization, to stimulate his/her personal development, as well as the periodic organization of sessions where employees can communicate their perspectives to managers (Mullins, 2010, 42).

The human relations approach consists on the analysis of social factors in an organization's activities, as well to the behavior of employees. Based on Hawthorne experiments, the human relations approach considers that employees with not output restrictions tend to effectively communicate with colleagues, as well as managers and improve their organizational activity. Comparing with the classical approach, based on increasing production by rationalization of the organizational activities, the human relations approach focuses on the "humanising" (Mullins, 2010, 54) of the organization, by understanding the people's need, the impact of informal relationships, as well as the emergence of group values and norms. Additionally to its revolutionary effect, the human relations approach can create a sense of internal indulgence, affecting the goals of the organization. The neo-human relations approach based on the analysis of group dynamics, job satisfaction and motivation, employees participation is mostly applied by major companies as ARM Holdings, willing to constantly evaluate the organizational climate in its divisions.

The systems approach considers organizations as increasing complex systems based different levels of development and knowledge. Comparing with other systems as cybernetics, the organizations are open, dynamic systems able to react to the changes of the external and internal environment. The image of open system suggests that there is a constant interaction with the external environment, as well as with the internal one based on interdependent channels of interaction. Major companies as HP or IBM relying on the creation of improved products and services, tend to adopt a predominant systems approach, as they are particularly interested to efficiently communicate with both the external and the internal environment. Communication is constant and flexible, employees are encouraged to be the promoter of the company, as well as its partners are expected to offer direct feedback to the company evolution, so that the managers can adopt the suitable decisions (Mullins, 2010, 57).

The contingency approach, comparing with the previous perspectives, relies on the importance of organizational structure as it can be factor to favor or not its successful performance. The contingency approach analyzed variables, situational factors inside an organization, in order to design a proper management perspective. It stimulates the need for flexibility, based on particular situations, not on general schemas (Mullins, 2010, 585). In the case of the West London Tesco supermarket with a new manager a contingency strategy can be more efficient rather than the previous approaches, as it directly focuses on the particular context of the situation, the Tesco supermarket has a new supervisor, both employees and the manager have to stimulate each other in order to face a harsh competition on the market, as Tesco's rivals improve their sales strategies.

LO 3

AC 3.1

Motivation in organizations is defined as the degree to which an employee or manager is moved to expend effort to achieve a particular purpose. In practice, motivation highlights how much a member of the organization attempts to work hard, to obtain performance both on personal level and as a collective effort of the organization to develop (Golembiewski, 2001, 20).

In the case of the classical approach, doubled by an authoritarian leadership, motivation is considered as part of the rational needs of the organization (Mullins, 2010, 258). Employees are motivated by obtaining the highest possible revenues, by working more efficient. In the case of Tesco organizational changes, as the introduction of expanded social responsibility programs as the reduction of food waste, revenues can stimulate employees for the moment, but cannot create a long-term dedication to the social responsibility perspective of the organization. In order to be positively supported by employees, the motivational strategy of the manager should focus on clear information of the employees, stressing the importance of their involvement, in order to create a sense of commitment to the suggested program. On this level, the motivational perspective adopted tends to be associated with the human relations perspective and the image of a transactional leadership.

The transactional leadership, focusing on the encouragement of employees to achieve higher results, also takes in account the impact of individual needs (Mullins, 2010, 260). The leader identifies the employees' needs, their abilities to complete certain goals, implementing the adequate strategies to determine employees pursue their needs. For example, in the case of Tesco supermarket analyzed, the team subordinated might be as new as the manager himself, as consequence a part of his leadership is oriented to the understanding of his employees' needs, a situation that has to be completed even in the case of the existing staff. Comparing with old employees, the new ones might have different needs, as the need of self-esteem, to be appreciated for their hard work in a new workplace, as consequence the transactional leadership will be focused on strategies satisfying the employees' needs for appreciation as internal contests for the most polite employee in relating with customers. This type of strategy, based on fulfillment the employees' expectations is likely to create positive effects, as they become aware that every effort dedicated to the evolution of the organization will generate a positive effect for their personal development. On the other hand, if the transactional leadership does not stimulate the motivation of employees based on their needs as self-esteem in the mentioned case, the employees are likely to react in a negative perspective, through fatigue or unconcern related to the evolution of the Tesco supermarket.

AC 3.2

As already mentioned that employees might search to satisfy their needs for self-esteem though a certain job, one of the motivational theories that can be applied in the case of Tesco supermarket's evolution is the Maslow's hierarchy of needs pattern. Basically, an employee might feel the need to satisfy a suite of needs as:

The physiological needs for hunger, thirst or sleep. In this case, the management of Tesco supermarket should include clear information about the breaks granted as their duration and the food or drinks that employees are allowed to consume. Additionally, the work time should not surpass the legal period, so the employees can rest and be efficient for new activities in the supermaket

Safety needs related to security, protection from danger. Commonly to other retailers, Tesco supermarket has to provide a secure work environment, fulfillment the national standards related to accidents

Love needs including affection, social activities, able to stimulate an improved communication between employees and the managers. In this case, the management could propose activities to stimulate internal communication as feedback sessions or contests, in order to create the image of a friendly workplace.

Esteem needs associated with self-respect and the esteem of others. As Tesco supermarket encourages and rewards in a financial or symbolical way the performance, employees might create a positive esteem image of the workplace, willing to work more efficient in order to personally and collectively develop in Tesco's network. Both levels should be supported, as the individual performance of an employee could be used as encouragement strategy in the case of other employees, leading to global increasing results

Self-actualization needs, focusing on the development and realization of one's full potential. An employee who feels motivated and satisfied with his/her work in Tesco, can develop commitment to the organization, being a reliable promoter of its activity (Mullins, 2010, 260)

Additionally to the efforts of the new manager of Tesco supermarket to impose strategies able to satisfy the needs of his employees, a particular detail that should be analyzed is related to the equal treatment between subordinates, in order to avoid potential internal conflicts. As mentioned by Adams in his equity theory, managers should focus on people's feelings of how fairly they are treated, comparing with others (Mullins, 2010, 275). Social relationships are a constant exchange, based on expectations, satisfaction or disappointment related to their fulfillment. For example, an employee reaching the same performance as a colleague who has been promoted, expects the same treatment, considering it is justified to be rewarded in a similar way or even in a higher degree. If it is not implemented, his/her reaction can be a negative one, affecting his/her personal work, as well as the activity of other employees, who might not feel interested anymore in achieving performance, noticing this example of failure.

In order to solve potential negative effects created by the hierarchy of needs and the equity theory, the manager of Tesco can apply a new, challenging theory, the motivation of knowledge workers. In each organization there are employees distinguishable through their expertise and creativity, named "knowledge workers"(Mullins, 2010, 280), generally supervising and offering feedback to their colleagues. A potential motivational strategy for their performance is a financial reward, but not satisfactory in some cases, as it might be considered unworthy by this type of workers. As consequence, completing the financial rewards with the encouragement of improving the existing expertise, is likely to be an efficient motivational program with positive effects for these workers, as they feel appreciated and for the organization itself, as they offer reliable solutions to colleagues and managers.

AC 3.3

In the case of a motivational theory for managers, the new leader of West London Tesco supermarket could implement the goal-setting and performance theory, able to improve his personal performance, as well as the performance of employees, so that the Tesco supermarket managed could be perceived as an efficient one in Tesco's network. Concretely, the manager will attempt to persuade employee to establish personal and collective goals, avoiding the perspective of already setting the goals and just informing the employees about his/her tasks. As communicating with employees, the new managers will be able to understand their particular expertise and suggest directions to improve it. The manager is likely to establish difficult or multiple goals, in order to stimulate the interest of employees in reaching them, as obtaining financial or symbolical opportunities. The establishing of goals should always be based on realistic factors, although the expectations are to be fulfilled, in order to avoid the situation of failure, which will directly impact the employee and the organization. For example, an employee in the Food Department will be required to quickly receive the merchandise and direct it to the shelves, he/she cannot be asked to perform one of the tasks of Food Department manager not present in workplace for certain reasons, as calling Tesco's partners in order to clarify the quantity or type of merchandise delivered, since he/she does not have the expertise to do it and would waste essential time dedicated to his/her particular task. Employees expect to receive complete, accurate and quick feedback based on their activity, as consequence a potential delay of the manager in rewarding meritorious employees will be associated with disappointment, negatively the future performance of the employees. The new manager of Tesco, in his position of new member of West London supermarket's organizational structure, could offer the opportunity to individuals themselves to establish goals for personal use or for the team they represent, his role being limited to the correction of potential errors. As employees collaborated or effectively establish their goals as faster serving in delicacies department, it is likely to be assumed by every employee in this department, creating higher performance.

LO4

AC 4.1

Groups are a recurrent feature of modern organizations, despite their size or geographical dimension. Groups represent the collective effort of employees, who usually do not work in isolation, to reach personal and common goals. Groups' members daily or based on a periodical schedule interact, are aware of their membership and perceive themselves as belonging to the group (Mullins, 2010, 307). In the case of organizations, it is preferred the concept of teams as the image of the "increasing concentration on working across functional divides" (Mullins, 2010, 307). Basically, an organizational group can be considered a team, if has a strong common purpose, members collaborating towards its fulfillment rather than on individual performance, although this level is not excluded (Mullins, 2010, 308).

Despite being formal, created to achieve goals or informal, based on personal relationships, teams or groups tend to adopt particular behavioral actions, as follows:

Groups are focused on performing certain activities based on the combined effort of the members, as the variety of activities in an organization is virtually impossible to be performed by one member or few members. In order to fulfill organizational tasks, the members of groups collaborated, for example the team of managers communicate and provide expertise to working groups, as well as working groups offer feedback to the executive team based on the development of the assigned tasks

As a group is formed, the potentiality of collusion between members is reduced, but not eliminated. In a group, through daily communication situations, a member gradually consider himself/herself, being less interested to not sharing his/her expertise, but to enrich it and to obtain positive results in a collective and individual perspective

Groups offer companionship and mutual understanding for its members, transforming the workplace into a less stressful place, as members attempt to solve issues and to create informal relationships

Being a member of a group can be associated with a feeling of identity, as being accepted and encouraged to gradually develop. Groups are a factor to satisfy the need for self-esteem as mentioned in the hierarchy of needs theory

Groups promote guidelines on generally acceptable behavior, being likely to punish situations that endanger the group or the organization. Members of the group are aware of the rules to be respected in the organization, whenever they are violated, it is likely to punish by exclusion or commutating the situation to managers, as in the case of alcohol consumption in workplace

Groups can offer protection for its membership, unless they do not break the general guidelines as mentioned or other informal guides (Mullins, 2010, 313)

AC 4.2

As groups are formed and a certain level of cohesiveness is created as a strong self-identity of the members and a collective effort to achieve goals, they tend to develop into mature and effective teams. The process of development to a mature level is generally affected by psychological and social factors as the mutual acceptance between members, high motivation intentions or a constant communication flow, but as well through organizational factors as an effective, yet not restrictive managerial control (Mullins, 2010, 317).

In the case of Tesco supermarket, as lead by a new manager, a suite of factors could improve the development of effective teamwork, as follows:

a shared vision in the case of objectives, both the manager and the teamwork have to be aware and communicate in order to clearly understand the organizational goals as the increasing of sales

a sense of commitment of every member to the group he/she belongs can eliminate negative situation as the desire not to fulfill goals, because they belong to the group and not the employee. In this case, the manager or the team leader has to explain why collective effort is important and how individual employees could be satisfied, if the goals are reached

a large acceptance of group values and norms can be considered a positive effect of the previous feature, as members of the group completely understand why they have to fulfill certain tasks as not being late on work, directing their effort on this perspective

a feeling of mutual trust, mostly based on the informal relationships between the members of the group, but can be also encouraged by the manager. The image of workplace as a big family, despite racial, cultural, sexual or any other form of discrimination, formed by member who respect each other and support themselves in need can be extremely effective, enhancing the already mutual understanding formed among members

a free flow of communication between the manager and the group of workers or groups in the organization. In order to avoid potential organizational conflicts or delays, failures to the tasks assigned the manager of Tesco supermarket should encourage members to freely communicate their opinions regarding the activity of the organization. Opinions issued by senior members or by newcomers, women or men, belonging to any cultural or racial background will be equally treated, the manager attempted to understand the feedback offered and to implement it, in order to achieve better results. The free flow of communication should exist between groups too, in order to be avoid the potential division of members on silent, informal criteria as not belonging to X group, as consequence not being worthy to be respected as member of the organization

On the other hand, if one of the already mentioned factors is not respected it is likely that workplace of West London Tesco supermarket to be affective by negative development. For example, if the manager and the group do not freely communicate and negotiate the terms of work conditions, a lower level of staff turnover can appear. Employees can complain about the time dedicated to work or by the difficulties of the tasks assigned. If an accident occurs, they can accuse the manager for not adopting the necessary measures, if they were not previously discussed or if the revenues associated with their work are not considered satisfactory and the manager has not negotiated a solution to improve them, some employees might suggest their revolt through absenteeism or the self-aware causing of errors, as putting on shelves the wrong product or the wrong price. As consequence, in order to avoid such negative effects for both employees and the organization, groups and manager have to develop a constant channel of communication and negotiation.

4.3

Although in some context, technology limits social interaction between the members of the group, its implementation is currently mandatory, as it improves production or the customer care activities (Mullins, 2010, 322). In the case of the Tesco supermarket analyzed, technology can be an essential tool to improve work conditions and the communication between employees, manager and customers.

In the case of the manager, instead of organizing session to present different tasks, they can be easily transmitted through email to the managers or employees assigned. The messages have to be concisely, yet detailed written, so the sender can understand their tasks. The implementation of technology in this case reduces the time and communication effort associated with this mission of the manager. Although it is fast and comfortable, informing through email should not become a routine, being likely to affect the internal communication in the organization, employees and subordinated managers might consider that they are requested only to use this communication channel, refraining their intention to provide additional feedback.

Supervising technology as the introduction of cards to highlight the presence or absenteeism to work is necessary in the context of a supermarket as Tesco with many employees. In this way, the manager is aware of the persons missing, in the case of previous supervising methods as an employee's notebook existing the risk of fraud, based on informal relationships: some worker signing as present for the missing worker or some supervisor performing this incorrect action.

In order to avoid potential errors related to the products and their prices, employees can use tablets or readers, connected to the central database, to verify those features, before and after arranging merchandise on shelves. Additionally, if a customer is interested in a certain product that is not anymore available, the employee can verify whether the supermarket will receive it from one of the partners and when will approximately arrive, offering essential information for customers.

In order to offer a more pleasant experience to customers and employees, the supermarket can create a free WiFi network, providing internet connection. Additionally, a particular app can be create, to suggest to customers the location of a certain product, as well as the ability to scan the price and compare it with the prices promoted by other retailers. In this way, customers will be suggested that Tesco supermarket in extremely interested in offering them a quality experience.

All in all, based on the example of the new manager responsible for the developing of the West London Tesco supermarket, essential paradigms related to organizational, cultural structure, leadership, motivational strategies, as well as development of teams, were analyzed. In order to obtain positive results and lead the Tesco supermarket's management to increasing performance, the new manager is likely to adopt a matrix structure and later a multidivisional structure based on a creative leadership, able to constantly encourage and reward the employees' performance through a constant goal-setting agenda. In terms of developing the teamwork in Tesco supermarket, the new manager is likely to encourage positive communication, a shared vision, self and collective commitment to the organization and mutual trust among members. Technology, as a major organizational improvement nowadays, will be used to create a satisfactory experience for both customers and members of the organization.

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http://www.bloomberg.com/news/articles/2013-12-13/procter-gamble-said-planning-reorganization-of-overseas-units, accessed on 11 January 2016.