Management And Leadership Styles In Tesco

Management And Leadership Styles In Tesco The aim of this study is to present the management and leadership styles in Tesco in making strategic decisions for the growth of the organisation. However, interviewing one of the mangers at Tesco also helped in gathering information needed to carry out this research. 1.1.1 STRATEGIC MANAGEMENT Strategic Management is a process whereby the management comes up with strategic ideas and make effective decisions for a goal and plans on how to achieve such goals and objectives for the future of the organisation. Strategic Management consist of the decisions and actions used to formulate and implement strategies that will provide a competitively superior fit between the organisation and its environment, to enable it achieve organisational objectives, Tim Hannagan (2002). 1.1.2 LEADERSHIP Leadership is the bringing together of a group of people and directing them to achieve a common goal. According to James B. Rieley (2006), leadership is all about creating environments in which your company employees can realise their individual and collective potential. There are three main types of leadership namely: the authoritarian leadership which is also known as the dictatorship and this type orders its followers to do various task, democratic leadership allows the group share in decision making and the last one laissez faire leadership a French word which means do it as you like. 1.1.3 THE LINK BETWEEN STRATEGIC MANAGEMENT AND LEADERSHIP Strategic management focuses on making strategic decisions and leadership implements the decisions that have been made by the management through effective communication to the employees. Leadership engage in evaluation of staff performance for efficiency, they supervise and allocate assignments to their employees and also motivate and reward good performance through recognition leadership by example so that they produce quality work. The strategic management form the mission, values and policies of the organisation. They are the strategic thinkers and strategic decision makers and under them they appoint the CEOs, MDs, President Etc. to run the organisation. These people are considered the key people in strategic management and most responsible for the growth of the company. Success in business stems from good quality management first of all and then the effectiveness in implementation which depends on the skills of leadership, influencing, communication and motivation, John Adair ( 2008). 1.2 MANAGEMENT AND LEADERSHIP IN TESCO One of the most popular theories of leadership is the transformational leadership and it means that the leader has vision and passion to achieve great things. 1.2.1 VISION AND MISSION Terry Leah emerged as the C.E.O of the Tesco company in 1997 and he is considered to be a visionary leader that changed the structure of the organisation, Tesco (2010).The company became more focused at achieving its aim on providing quality goods and services to its customers and to develop the companys workforce by identifying the performances of the employees and training them to be a leader. The vision and mission plays an important role in an organisation. The aim of Tesco is to continue to lead in the retail market across the globe and by focusing on this it sets long term objectives and makes strategic decisions on how to achieve its goals with the help of effective leaders. The mission of Tesco on the other hand, is to continue to provide to its internal and external customers by doing the little things that matter thus their mission statement Every little helps. However, it is the responsibility of the managers of each store to lead and motivate the team in order to deliver Tescos promise to its customers. The management believes that the success of a leader depends on maintaining a happy workforce in the organisation by giving a work that is interesting to do, a chance for the employee to move on in life, a manager who will help the employees by identifying their performances and to respect them, Tesco (2010). The well-established strategy for growth has made Tesco gain more advantage over its competitors and made them highly productive and profitable. Furthermore, Tesco values its employees by offering them competitive pay and opportunity to develop a long- term career with good training which keeps the people committed and excited in working in the organisation. They give a performance review by identifying the problems and giving support directing the employees to meet their goals. Tesco takes its employees very important in the organisation as they all work together to support the development of the organisation. They also are determined to look after their employees in a way they are expected to deliver to the customers. Tesco also established an academy which is named Tesco Academy to help groom its employees into becoming future leaders by training them to develop leadership, management and technical skills. 1.2.2 DEMOCRATIC STYLE OF LEADERSHIP IN MANAGING TESCO The management of Tesco adapted a democratic style of leadership which is also known as the participant leadership whereby the employees voices are heard during decision making. The leadership of Tesco motivates the employees and due to this, the organisation continues to provide good services to their customers. It should be noted that the management gives emphasis on the importance of appointing leaders in each department to handle organisational process. The management appoints leadership roles to individuals in the organisation so that everyone is clear about their responsibilities, to implement the strategic decisions through effective communication by having meetings and doing a follow up on the staffs to ensure that they are not drifting away from providing quality services and to ensure that the company operates effectively. The leadership style that is adapted by the management is imitated by the team leaders of each department that are appointed by the managers, which has c hanged the structure of the organisation. E.g. the duty managers in each store lead the employees making decision every day that supports the operation of the store, the duty managers are experts in duty management and they ensure that all team leaders are fully trained, validated and participative. The managers of each store carry out daily and weekly audits to identify and resolve issues in the organisation and also perform operational routine which involves the process to deliver great store standard, better availabilities and great service for customers. As the management style of Tesco is democratic therefore their way of operating is decentralised and information is passed from the higher management to the lower employees and everyone is free to speak and allowed to initiate and contribute effective ideas for the growth of the organisation. The Tesco management empower their employees and they are considered an important asset to the organisation. Tesco motivates employees by giving them rewards and benefits like offering a whole package of other ways to make more money, safeguard their future and look after their health by providing paid holiday, a staff discount card which is issued after one year service and an award winning pension scheme. To improve the management process in Tesco, the leadership style of Tesco also operates a customer management whereby they listen to their customers voice for a better service in the organisation. Tesco is customer oriented and they try to always keep up with their customers by satisfying them and producing what they need. 1.3 ADAPTION OF LEADERSHIP STYLES AT TESCO IN VARIOUS SITUATIONS Tesco has been able to adapt the democratic style of leadership because of the flat structure that enables every staff to be a part of the success of the organisation. The management and leadership style in Tesco has shown its effectiveness in supporting the organisation to continue to grow. At Tesco they are committed to helping their staffs find the best job, hours and support to suit their needs. Whether it is religious requirements, support for illness or disability or for any other reasons the management understands and tries to be flexible in order to carry the employees along in any strategic change. High performance management is an important factor in Tesco, everyone has a role to play and each role is aimed at making sure the best is done for every customer. However, the strategies of Tesco has given them an edge over their competitors and even made them grow well through the economic recession. Therefore, in order for Tesco to focus and keep up with continuous growth the managers use other types of leadership styles like the autocratic style just to ensure that the employees carry out the task at a given time. 1.3.1 CONCLUSION From my research, the success of Tesco shows that the culture, structure and management style of the organisation is flexible, flat and power is decentralised, everyone has the right to speak and the voices of the employees are heard. Focusing on their long term strategies has helped them to continue to grow stronger for the future. However, the democratic style of leadership in Tesco has made the organisation continue to lead in the retail market.

Idiophones Essay

Idiophones have a long-standing tradition in African music, and that tradition is an interesting one. Trumpets, flutes and other wind instruments provide an intriguing case study because of their existence in a host of sub-Saharan African cultures. They have always been a part of not only music in those areas, but also the culture of those areas. This history dates back hundreds of years, and the instruments have seen some changes over the centuries. As the book indicates, the different variations of idiophones are inherently African in nature, and the cultures that brought them about have given these wind instruments their characteristic sound that is now commonplace in many different societies. As African Musicology indicates, instruments like the trumpet and the flute are a part of a characteristic musical phenomenon arising in sub-Saharan nations dating back to the fifteenth century. Instead of having individual performers and instruments take entire parts of various works, the musical tradition during that time saw individual performers play their own notes, each of which was combined to create the musical production in whatever social setting might have taken place. The book reads, â€Å"Musical ensembles of this kind or of a similar structure, in which the players may produce two to three notes on their flutes or trumpets, can be found in many African cultures south of the Sahara. The interlocking playing technique of this ensembles is characteristically African: the single parts individually cannot stand alone; their composition, however, is ingenious. It is the group, not the individual, that counts† (Nketia, 183). In this way, it is easy to see that idiophones were considered for what they produced as a whole, rather than what they produced individually. This is important to note as one studies the development of such instruments, since it is likely that any new implementations were designed to work alongside some other new or established instrument. When taken out of that context, new implementations might have been viewed differently from their intention. When musical styles are being discussed, it is common to compare one culture with another for the purpose of finding any commonalities or discussing differences. The book goes to great lengths to discuss the distinctiveness of African music, and points out the fact that much of traditional African music was designed to stand alone and retain its strong cultural ties. Particularly of interest is the â€Å"hocket† technique, which is discussed at length in chapter six. In the International Folk Music Journal, J. H. Kwabena Nketia discusses this technique and how it relates to music in places such as Ghana. She writes, â€Å"Closely allied to these procedures it the hockey-technique – the technique whereby constituent notes of a tune, a rhythm, or a tone pattern, or the constituent notes of a supporting ground-accompaniment, are played at the exactly appropriate point in time by those particular instruments that include them within their compass, or by those particular instruments that provide the required contrasts. This technique, discussed subsequently with particular reference to examples recorded in Ghana, shows itself in its clearest form in the music of flute ensembles, and trumpet (or ‘horn’) ensembles† (Nkeita, 1962). The book takes this to another level, noting how the music played in some African cultures is distinctive in its own right, and though it shares some similarities in name to the European style of â€Å"hoquetus†, the two styles were not born of each other. The book reads, â€Å"It becomes clear that the so-called ‘hocket’ technique in African music is not equivalent to the ‘hoquetus’ in European medieval music. Further, within these composition techniques, there is no complete uniformity to be found in South, Central, West, and East Africa† (184). From this, one can see that the wind instruments across Africa were used structurally in very different ways, with each particular culture coming up with its own rhythms based upon preference, equipment, and cultural needs. One of the issues facing musical research of wind instrument styles in Africa is that not enough solid research has been published to document the different styles. A lot of the analysis consists of speculation, since the large number of cultures across Africa made it difficult to compile information on techniques, pitch, instrument variations, and style. To this effect, the book reads, â€Å"Ethnomusicological research in this area has to be characterized as merely marginal, and little research on this topic has been published to date† (188). For that reason, it is difficult to know exactly how the Berta, Ingessana, and Gumuz people interacted from a musical standpoint. One work on the history of African music even suggests that such a study would be impractical. According to a book by Samuel A. Floyd, the fact that African nations have such diverse and vibrant religious traditions and cultural preferences, studying African music as a whole lends very little information that can be used. Instead, it must be studied individually, to be understand how these cultures developed their own uses for certain instruments, including idiophones. In The Power of Black Music, he writes, â€Å"Since African cultures are many and diverse, there is no single concept in African religion, and thus a study of them all would not be productive† (Floyd, 14). One of the things that has long characterized idiophones in African music has been the creativity of certain cultures. Many cultures have not been afraid to look beyond the traditional construct of music to find great instrument ideas and also ideas on how to most effectively play those instruments. From that, the world has been given some of its favorite types of music. An example of this type of resourcefulness can be seen in a study done by Dumisani Maraire. He writes, â€Å"Stamped sticks and stamped tubes also form another category of idiophones (in this case concussion idiophones). These sticks and tubes are held in the player’s hand and performed by being held at an angle and striking the ground or a slab of stone at an angle. On occasion three tubes are played at the same time each of which is playing a different rhythm† (Maraire). This is an important part of the African tradition that cannot be ignored if one seeks to truly understand the role of various instruments. The chapter itself did a nice job of explaining some of the important historical details about the pitch, tone, and rhythm of some of the most traditional of the African instruments. It did an especially good job of explaining the development of these musical traditions in African culture. Since so many cultures existed, musical traditions often developed individually, with each culture becoming very resourceful in the development and implementation of different styles. The isolated nature of African also comes into play, and that was explained well in the chapter. Much of the music and the musical techniques that were born in Africa over time as completely their own, since many of these areas had little contact with outsiders. This helped to increase diversity in music for all.

Marketing - 1942 Words

ASB-1104 Introduction to Marketing Assignment 1 In view of the dynamic nature of the marketing environment, to what extent do you consider consumers to be, in practice, central to marketing activities? Name: ZHUOMING AN Student No: 500356688 Tutor: David James Introduction What is marketing? The answer is not changeless. There are some different definitions about marketing. The Chartered Institute of Marketing define that Marketing is the management process responsible for identifying, anticipating and satisfying consumers requirements profitably. (CIM). Taking a concern into this definition, it indicates that marketing begins before a product or service is developed. In additional, it also explain that marketing†¦show more content†¦But on the other hand, companies still need to do their best to adjust the changing marketing environment in order to survival and grasp every development opportunity to growth and to be stronger. Thus, it is necessary for them to have a comprehensive understanding about the dynamic nature of marketing environment. The main body of this essay divided into four big parts. First of all, is to discuss and analyze the basic concept of the dynamic marketing environment and how does this dynamic environment impact marke ting activities. Secondly, is to discuss the relationship between marketing and the consumer, which followed by how does the central role of the consumer impact the formulation of marketing strategies as well as the concept of the marketing mix. Finally, this essay will discuss the relative importance of both the consumers and the marketing environment to marketing activities and if one of them is more important than the other. Furthermore, it is obviously that the conclusion will be given out at the end of this essay. Main body 1. The nature of marketing environment -What does it consist of? â€Å"The marketing environment consists of the actors and forces outside marketing that effect marketing managements ability to develop and maintain successful transactions with its target customers.†(Kotler 2009). To be specific, the marketing environment can be divided into the microenvironment and macro environment in terms of the different level of elementsShow MoreRelatedMarketing Analysis : Marketing And Marketing966 Words   |  4 Pagesreflect back over these last five weeks I now have a clearer view of marketing and how it affects not just the consumers of the world and the companies with their marketing managers, but how it affects me. Yes, I am a consumer who clips coupons, budgets my finances, and looks for sale items and this marketing class has taught me that marketing is more than selling or advertising. 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This approach concentrates on delivering value to the consumers or customers, the 4Ps approach is evidently concentrated not on customersRead MoreMarketing Analysis : Marketing And Marketing1878 Words   |  8 PagesIntroduction Marketing research is the process that associates the consumers, customers, and end users to the marketer through information — information used to classify and describe marketing prospects and problems; generate, refine, and evaluate marketing actions; monitor marketing performance; and development understanding of marketing as a process. Marketing research identifies the information required to address these issues, designs the method for collecting information, manages and implements

Transracial Adoptions Essay - 2044 Words

Thesis: Transracial adoptees family situation affects many aspects of the adopted child’s life. Do these children have identity formation difficulties during adolescence and are there any significant differences between adoptees and birth children? Transracial Adoptees and Families I. Attachment Issues A. Trust versus Mistrust B. Age of child at time of placement C. Need of Attachment II. Development Issues A. Identity versus Role Confusion B. Age of child at time of placement C. Need of Attachment III. Identity Issues A. Forming an Identity B. Biological Birth Information C. Racial Identification D. Adoptive Parent Information Being introduced into a new family is only one of many obstacles that lies ahead for†¦show more content†¦The adoptive family may ignore or make little effort to incorporate into the family the cultural heritage of the adopted child (Adamec,136). This decision to leave the culture behind, outside the family, does not suggest that the child is neither accepted nor loved or cherished as their own. However, when the adoptive family also adopts and embraces the cultural identity of the childs birth culture, it enriches not only the adopted child but also the entire family and extended family as well. Another factor is attachment is the child’s age when they were adopted. The older the child when adopted, the risk of social maladjustment was found to be higher (Simon, 188). Most children when adopted at younger ages have a better chance to adjustment normally, than children adopted over the age of ten. An infant learns to trust quicker, than a ten-year old child does, but all of this depends on each case. Developmental theorist Eric Erikson, discusses trust issues in his theory of development. 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