The pyramid shows the hierarchy of the business, owners are at the top due to them owning the business. Managers are in the middle due to them managing the every day running and management of the business. Employees are at the bottom as they are the working forces who maintain the rate at which the business moves.
Stakeholder Influences
Employees
Employees may want an increase in pay rise. Staff has a very strong interest in Tesco; they have an interest in the business in the form of wages, bonuses, discounts, and holiday pensions. The business may be affected by how well their staffs do in customer service. If a customer experiences poor customer service, It is likely that the customer will tell others. Therefore employees need the right type of customer training in order to be successful to the business.
Owners
In contrast they may want a decrease in pay rise for their employees. You could say that the owners are probably one of the most significant people in a business because they set rules. However, they expect repetitive business profits and respectable customers.
Suppliers
Suppliers are probably the third most significant part in a business, they provide the products and if they are not on time it brings a great threat to the financial state of a business. On the other hand, suppliers aren't that important in decision making because they're scared of losing their contract with Tesco. The main jobs of the suppliers are to sell fresh stock daily at market price.
Investors
Tesco’s Investor Relations team regularly meets analysts from the financial institutions which invest in themselves or represent their shareholders.
Non-governmental organizations
They regularly meet with non-governmental organizations to understand and respond to issues of concern.
Unit 2B – Investigating Job Roles
Is a role in an organisation in which a person has a certain role that they must achieve. Job roles are found and defined in a Job description.
A job description is a list of the general tasks, or functions, and of a position. Typically, it also includes to whom the position reports, specifications such as the needed by the person in the job, range for the position, etc. A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job.
An organizational chart is a diagram that shows the of an and the relationships and relative ranks of its parts and positions/jobs.
In this organizational chart, it indicates the organizational chart for Tesco’s and how each manager of each functional area communicates and link with each other, therefore exemplifying their role in Tesco’s.
I am going to choose three job titles and discover the similarities and differences between them and their roles. The three job titles that I will choose are:
-Store Manager
-Assistant Manager
-Human Resources Manager
The reasons I chose these three job titles because, although they have a managerial job title, I want to understand the roles of being a manager and the potential abilities that need to be used to manage the business by making managerial decisions.
The organizational chart indicates all the functional areas, i.e. Human Resources, Finance and the communication between them because they are coordinated at the same level of managing. It shows different job titles, in order to show the role of each manager and the name of their occupation. Also, it indicates different levels of job, in order to show the hierarchy of different positions within Tesco’s. Finally, the store manager is in charge of the managerial business because he/she is indicated at the top of the organization because they have authority over the business, also, the assistant manager reports any financial problem from the other managers because, he/she aids the store manager to manage the financial problems within the business.
At the organisational level, there are a number of communication mechanisms which you can take advantage of to spread information regarding your implementation plans:
- mission and vision processes can highlight the importance of innovation and change
- corporate and business-level planning processes can include relevant, specific goals related to your implementation project
- speeches, visits, and corporate information can provide updates on implementation progress
- new organisation structures can highlight the critical nature of new technology and innovation
- new performance indicators and sources of performance feedback can clearly signal your intentions to monitor and reward certain behaviours
What they communicate about?
There are several types of information people in Tesco’s will need to know about organizational changes. The essential bits of information have to do with what is going to happen, to whom, where, why, how and when? Without information being communicated accurately, and with what may seem to be monotonous regularity, Tesco’s change efforts can not prosper. Many people conducting change efforts underestimate the level of information that must be communicated by an order of significance.
To whom should Tesco’s managers communicate?
It is my personal bias, based upon years of consulting and research experience, that it is better to over-communicate than it is to under-communicate. Especially since most of us tend to significantly under-communicate, when we communicate enough, it sometimes seems like more than it really is. It is my opinion, therefore, that you should communicate to everyone that could be directly and indirectly involved or affected by the changes. Of course, it is not necessary to tell everyone about what happened at every single group meeting. In general, however, when communicating about the implementation of innovation and technical change, I think it is much better to tell someone who does not really need to know, than to risk not telling someone who does.
There are certain key individuals to whom you must communicate regularly. For example, your management sponsors and champions should be regularly kept informed of progress. I find it helpful to 'check in' with those involved just prior to key events such as decision meetings.
Job Titles
Assistant Manager/Assistant Store Manager
Location: Watford, Hertfordshire
Salary: £18 - £22K + DOE
Company: Tesco PLC
Job Type: Permanent
Job Description:
Our client is a prestigious retail that has over 100 stores over the UK. They are looking for an experienced Deputy Manager to join their team in Watford The right Deputy Manager must be KPI driven and be must currently achieving their sales target. Looking for a Deputy Manager who is currently working within a consultative selling environment where product knowledge is essential in making the sale.
The right Deputy Manager will have:
- Ideally Experience managing a turn-over of up to £800K
- Consultative selling experience
- A strong retail background
- Excellent Customer Services skills
Store Manager
Location: London
Salary: £25 - £35K
Company: Tesco PLC
Job Type: Permanent
Hours: Full Time
Job Description
Key Duties and Responsibility:
If you're big on customer service there's no better place to be a manager. Not only will you be part of a business that's built its reputation on putting the customer first but you'll also find yourself surrounded by a team of people who share your passion for providing good service. What you'll need is management experience along with great leadership skills. And if you've spent time working in a fast moving, customer focused environment like ours even better. We are currently looking for site managers to lead our Shopping operation in Express stores.
Skills required:
- Drive and previous retail management experience
- Performance management experience
- High presentation standards
- Personal efficiency and drive
After a year's service:
- Competitive Pension Scheme
- Save as you Earn Share Scheme
Human Resources Manager
Location: Cambridge
Salary: £28 - £30K
Company: Tesco PLC
Job Type: Permanent
Job Description
Key Duties and Responsibilities:
A position has recently become available for a well established and highly successful, client of ours. This opportunity has arisen for a Temp to Perm HR Manager who will help operate as a business partner to the MD and management team, deploying HR interventions to meet business needs.
The organisation is structured according to functional areas instead of . The functional structure groups specialize in similar skills in separate units. This structure is best used when creating specific, uniform . A functional structure is well suited to organisations which have a single or dominant core product because each subunit becomes extremely adept at performing its particular portion of the process. They are economically efficient, but lack flexibility. Communication between functional areas can be difficult.
Advantages of Organizational Strictures
- Specialization – each department focuses on its own work
- Accountability – someone is responsible for the section
- Clarity – know your and others’ roles
- Clearly defined reporting lines make it easy for employees to know to whom to report.
- It helps to reduce costs because the controlling of various cost control centers are controlled at micro level.
Disadvantages of Organizational Structures
- Closed communication could lead to lack of focus
- Departments can become resistant to change
- Coordination may take too long
- Difficult for organization to adapt to product/service diversification
- Encourages sectional interests and conflicts
