Managing Financial principles and Techniques

Topics: Organizational culture, Organizational studies, Corporation Pages: 8 (2542 words) Published: December 14, 2013


Name :
Subject : Developing corporate culture

1. INTRODUCTION TO TESCO:
Tesco is one of the largest retail companies in United Kingdom. The main headquarter of the company is in Chesnutt, but it has many stores operating around the country. The stores are operating almost in all cities including Birmingham, Manchester and London. It has three types of stores operating, involves Tesco extra (open 24 hours), Tesco metro (operates in town centres), and Tesco Express (attached garages), and superstore where the large varieties of non food item are available, such as DVD’s and books. The main activity of Tesco is retailing. It sells almost all the things including non food and food items. Some of the actions involved are manufacturing. The types of stores are directed for different type of customers for example Tesco extra is for those customers who prefers to shop in night because of the work or other activities, Tesco metro is for those who gives priority to shop in their town centre, and Tesco express is for those customers to needs just a pint of milk and not many items and who don’t give priority to go for shop in their town centre.

2. PART 1:
2.1 CORPORATE CULTURE :
With the passage of time organisations established themselves in an expected behavioural pattern which is part of culture. The types of organisational culture are as follows. 1. Power culture: the culture dependant of one authority of one or short number of individuals in an organisation. They are the key decision makers of organisation. This culture usually exists in small business and part of a large business. 2. Role culture: this type of culture exists in large hierarchal companies where the job is cleared to every individual which are strictly specific. Individual are asked to work in according to the description, and tend to follow the company’s rules and regulations instead of operating in a creative way. 3. Task culture: this type of culture usually exists where the teams are shaped for the completion of particular task. In contrast a different team culture develops. This task culture can be creative because the teams are allowed to make decisions. 4. Person culture: this type of culture exists in the organisation where the individuals are empowered to convey themselves and take decisions for them. This culture is so called as an individualistic culture. This type of culture exists in very loose form of companies, such as an overseas marketing person works for a company on its own, and is empowered to make his own decisions. 2.1.1 ROUSSEAU’S MODEL:

Rousseau (1990), projected a multi layered model which is prepared as same like ring. The rings were organised in such as way as the eagerly reachable one (the outer layer) and difficultly available one (inner layer). The model is produced as follows.

Figure 3.1 Layers of Culture, Rousseau (1990, figure 5.1, p158) with additional annotation. This model of Rousseau’s is confining all the main elements associated with the organisational culture. It has a scale from unconscious to conscious, from interpretative to behaviour, from inaccessible to accessible. Rousseau's declares in the model that the layer of culture where the norms, values, beliefs and expectations are associated with it represents the basic elements in an organisation where the researchers conceptualize the culture. In fact most of the research models have put their attentions on these more visible outer layers.

2.1.2 SMIRCICH’S MODEL:
Here is another allied view about the culture of an organisation by Smircich. The picture below shows three things in it the internal, external and metaphor. "Smircich (1983) tried to clear up the confusion about the cultural prospective by classifying the three approaches towards culture: according to him culture can be viewed as an external variable take into the organisation, it can also be classified as...

References: 1. Hofstede G – Culture’s Consequences, 2nd Edition (Sage, 2001) ISBN 0803973233
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