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Organizational Direction in TESCO

Organizational Direction in TESCO

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Published by Ali Raza Sahni

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Published by: Ali Raza Sahni on Aug 27, 2012
Copyright:Attribution Non-commercial


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 An Approach by Ali Raza Sahni
Organisational ManagementDirection at
This assignment is actually to explore the Tesco in the following four dimension
s to discuss itsfurther aspects in different ways. The four learning methods are as follows:: First of all Sets Tesco performance targets to meet the strategic objectives and aims.: Secondly the agreement on the team performance targets and contribution to meet theobjectives.: Thirdly how to monitor and process to achieve the goals.: Fourthly the politics of interaction of Sir
. A clean discussion on his leadership,commitment , persuasion and internal skills.To achieve the learning objectives, we have to do some practical work experience together withthe various resources and researches. The division would be between Performance Managementand Performance Measurement. Performance is defined as the potential for future successfulimplementation of actions in order to reach the objectives and targets. This practical work takesthe view of the performance constructed by the management of Tesco and their managers fromhis own experience of working at Tesco local store and taking a more macro view theorganisation.
Identify the current strategic aims and objectives:
Tesco is purely a UK-based supermarket multinational company with the revenue of £47 billion(about £33 billion in the UK) (Tesco, 2008a). Tesco is founded in 1919 by
Jack Cohen
in East
. Tesco is a mixture of different performance management tools. The assignment we arediscussing the methodology that Tesco has modified and also the
‘Steering Wheel’. Tesco’s
steering wheel is the extension of Kaplan and Norton (1996) such that it has been extended andthe element of community lies at the heart of it. (Talking Tesco , 2009). That is not the strategicscorecard based upon a corporate-level strategic vision.
Tesco’s ‘Steering Wheel’ is used by
corporate ex
ecutives to achieve Tesco’s actual
purpose which is summarised in steering wheel.
 An Approach by Ali Raza Sahni
The actual and pure aim of the steering wheel is to create link with
every employee’s personal
objectives to corporate with the values and to help the staff balance these values effectively inthe daily management of work.
ke an evaluation of the component parts of a strategic plan:
If the performance of the team on the steering wheel is green then the strategic objectives wouldbe attained on the other side
if it is red then it won’t. The greener
side of the steering wheel closethat Store is to achieve its core objectives. The same plan is used at the level of strategic aims.
 An Approach by Ali Raza Sahni
Organisation’s strategic objectives
Tesco is one of 
the England’s
leading food retailers, with 519 stores throughout the England,Scotland and Wales. There are 105 stores in France which are operated by Catteau, and 44 inHungary operated by Global. Tesco is committed to provide quality assistance to their customers ,some of which are as follows
Company offer customers the best value for the money and the most competitive prices of quality products.Company is meeting the needs of customers by constant seeking and their opinions regardinginnovation, product quality, choice, store facilities and service also.Company providing shareholders with progressive returns on their investment to improve theprofitability through investment in the efficient stores and distribution depots, in productivityimprovements and in the new technology .Company developing the talents of its people through effective management and trainingpractices and also rewarding them on their best performance.Company is working closely with suppliers for building long term business relationships basedon strict quality and price criteria.Company participating in different formulation of national food industry policies on the keyissues such as health, nutrition and hygiene .supporting the well-being of the community and the protection of theenvironment.
Workforce requirements for organisation
’s objectives
Tesco is actually using the classical hierarchical management
to fulfil the organisation’s objectives.
Due to the size of store, it divided in to six sections. All sections have operational staffs that areorganize by a team leader. The team leader has to report back to sectional manager and sectionalmanager in return to report the store managers, who are answerable in front of area managers.Operational level staff does not require any type of skill but training starts from there onwards.There are 380,000 employees in Tesco worldwide. As Tesco is venturing out into more marketssuch as financials or property market, the need for expertise is ever more increasing day by day to
fulfil the company’s requirement.
Tesco’s most important
purpose is to create value for customers to earn their lifetime loyalty:
The success of Tesco is actually depends on the people.The people shopping with them and thepeople who work with company. If customers like what they offer, they are more likely to comeback and shop with them again and again Tesco team find what Tesco was rewarding, theyactually more likely to go extra mile to help their customers for any kind of problem.

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