IMPACT OF ORGANIZATIONAL

CULTURE ON THE
PERFORMANCE OF TESCO
 TABLE OF CONTENTS

CULTURE.....................................................................................................................................8

CENTRAL CONCEPTS ABOUT CULTURE...........................................................................8

CHARACTERISTICS OF CULTURE.......................................................................................11

ORGANIZATIONAL CULTURE.............................................................................................12

LITERATURE REVIEW...........................................................................................................12

INTRODUCTION TO TESCO...................................................................................................14
CHANGING ORGANIZATIONAL CULTURE.......................................................................18
STEPS IN ORGANIZATIONAL CULTURE CHANGE.........................................................18

VALUES AT TESCO.................................................................................................................19

ALWAYS WORKING WITH INTEGRITY........................................................................................................19

POSITIVE IMPACT ................................................................................................................................19
CONTINUOUS COMMITMENT...................................................................................................................19
SETTING OUT OUR ASPIRATIONS .............................................................................................................19
WORKING WITH OTHERS.......................................................................................................................19

RESEARCH METHODOLOGY...............................................................................................20

RESEARCH DESIGN..............................................................................................................................20
DIAGRAM OF EXPLORATORY RESEARCH..................................................................................................20
(ACCORDING TO 2.UIAH.FI), ANY OBJECT CAN BE LOOKED AT FROM SEVERAL DIFFERENT VIEWPOINTS, EITHER FROM
THE ANGLES OF VARIOUS ESTABLISHED SCIENCES OR JUST FROM MISCELLANEOUS PRACTICAL POINTS OF VIEW. AS
SOON AS POSSIBLE, YOU SHOULD SPECIFY THE VIEWPOINT OF YOUR STUDY AND EXPLAIN HOW YOU UNDERSTAND OR
"TAKE" THE OBJECT. THIS DOES NOT MEAN THAT YOU HAVE TO TO START YOUR WORK BY CLARIFYING
THE ESSENCE OF YOUR OBJECT OF STUDY, I.E. WHAT THE OBJECT REALLY IS. INSTEAD, YOU SHOULD TRY TO
CONTEMPLATE AND CLARIFY HOW YOU SEE THE OBJECT: SHOULD IT BE DEFINED ON MICRO LEVEL AS A RESULT OF
THE INDIVIDUALS' INSTINCTS, DRIVES AND EXPERIENCES, OR MAYBE ON MACRO LEVEL AS AN EXPRESSION OF
DEVELOPMENT IN SOCIETY.....................................................................................................................20
HYPOTHESIS IS THE PRESUMPTION THAT THESE ARE THE FACTORS THAT MIGHT HAVE RESULTED IN THE ACTUAL
SCENARIO. IT IS JUST THE SYNTHESIS AND PROPOSAL THAT DUE TO THESE FACTORS A VARIOUS THINGS ARE
HAPPENING IN A CERTAIN WAY. HERE THE HYPOTHESIS IS THAT TO FIND WHAT ARE AFFECTING THE PERFORMANCE
OR THE SCENARIO OF THE ORGANIZATIONAL SETTING. ................................................................................23
IN THIS RESEARCH STUDY THE HYPOTHESIS IS THAT THE ORGANIZATIONAL CULTURE HAS A STRONG IMPACT ON THE
PERFORMANCE OF THE EMPLOYEES. ........................................................................................................23
MY SECOND ASSUMPTION IS THAT THE ORGANIZATIONAL CULTURE IS THE DOMINATING FACTOR IN SHAPING THE
STRUCTURE OF THE ORGANIZATION. ........................................................................................................23
I HAVE FURTHER HYPOTHESIZED THAT MANAGEMENT DOES NOT PLAY IMPORTANT ROLE IN SHAPING THE CULTURE
BUT IT AUTOMATICALLY SHAPE UP BY ITSELF............................................................................................23
STYLE OF RESEARCH:...........................................................................................................................23
AFTER ANALYSIS OF THE ALL AVAILABLE RESEARCH METHODS I HAVE REACHED TO A CONCLUSION THAT FOR THIS
RESEARCH STUDY THE MOST APPROPRIATE AND ADEQUATE MEANS TO GATHER THE DATA WILL BE THE QUALITATIVE
METHOD. TO FULFILL THE OBJECTIVES OF THE INVESTIGATION STUDY ON THE IMPACT OF THE ORGANIZATIONAL
CULTURE ON THE PERFORMANCE OF THE OVERALL COMPANY I WOULD SELECT A QUALITATIVE RESEARCH AS IT IS
MORE APPROPRIATE AS COMPARE QUANTITATIVE APPROACH. I HAVE CONDUCTED THE RESEARCH INVESTIGATION
THROUGH QUESTIONNAIRES SO THAT THE SELECTED SAMPLE OF THE ORGANIZATION WILL GIVE THE PRECISE IDEA
ABOUT OUR ASSUMED HYPOTHESIS..........................................................................................................23
THE ABOVE DIAGRAM SHOWS THE PROCESS OF MY METHOD INVESTIGATION. THROUGH THE COMPANY
BACKGROUND AND LITERATURE REVIEW I HAVE COLLECTED THE BODY OF KNOWLEDGE REQUIRED IN THIS
RESEARCH. I THAN HYPOTHESIZED THE CAUSES OF THE SCENARIO AND MOVED TOWARDS THE SELECTION OF THE
METHOD THAT IS QUALITATIVE APPROACH. THROUGH THIS I GATHERED THE EVIDENCES AND ON THE BASIS
EVIDENCE I SORTED OUT THE DATA IN A MEANINGFUL FORM TO REACH TO A CONCLUSION THAT WHETHER THE
ASSUMED HYPOTHESIS IS RIGHT OR IT CAN BE REJECTED..............................................................................25
DATA COLLECTION METHOD..................................................................................................................25
INTERVIEWING PROCEDURES...................................................................................................................25
SAMPLE SELECTION.............................................................................................................................25
SAMPLE SIZE.......................................................................................................................................25
DATA ANALYSIS..................................................................................................................................26
INTERPRETATION:.................................................................................................................................28
IN THE QUESTION ABOVE I ASKED ABOUT THE IMPACT OF CULTURE ON INDIVIDUAL EMPLOYEE’S PERFORMANCE AND
OUT THE SAMPLE OF 75 EMPLOYEES 5 EMPLOYEES’ DISAGREED STRONGLY, 7 ONLY DISAGREED, 8 WERE
UNCERTAIN, 25 AGREED AND 30 EMPLOYEES STRONGLY AGREED. ...............................................................28
Q3. IS TESCO’S CULTURE ADAPTABLE TO ITS EMPLOYEES?........................................................................28
.........................................................................................................................................................28
INTERPRETATION:.................................................................................................................................29
IN THIRD QUESTION I ASKED ABOUT THE IMPACT OF CULTURE ON INDIVIDUAL EMPLOYEES AND OUT THE SAMPLE OF
75 EMPLOYEES 61 EMPLOYEES’ ANSWERED IN POSITIVE AND 14 REPLIED IN NEGATIVE WHICH MEANS THAT THE
MAJORITY THINKS CULTURE HAS STRONG INFLUENCE ON THEM....................................................................29
.........................................................................................................................................................29
INTERPRETATION:.................................................................................................................................30
IN REPLY OF FOURTH QUESTION, OUT OF 75 EMPLOYEES 30 SAID SHARING OF VALUES, 28 TICKED ON
STRUCTURING OF EMPLOYEES, 22 OPT DIFFERENT SET OF VALUE CAN COEXIST WHILE 8 MARKED ALL OF THE
ABOVE................................................................................................................................................30
Q5. ORGANIZATION CULTURE MAKES DIFFERENT & CONFLICTING DEMANDS ON YOU?..................................30
.........................................................................................................................................................30
INTERPRETATION:.................................................................................................................................30
IN THE QUESTION ABOVE I ASKED ABOUT THE VIEWS REGARDING DIFFERENT CONFLICTS CAN BE CAUSED DUE TO
CULTURE ON INDIVIDUAL EMPLOYEES AND OUT THE SAMPLE OF 75 EMPLOYEES 31 EMPLOYEES’ DISAGREED
STRONGLY, 26 ONLY DISAGREED, 5 WERE UNCERTAIN, 8 AGREED AND 7 EMPLOYEES STRONGLY AGREED...........31
.........................................................................................................................................................31
INTERPRETATION:.................................................................................................................................32
IN SIXTH QUESTION, I ASKED ABOUT THE EMPLOYEES VIEW THAT DO THEY THINK THAT THE CULTURE OF TESCO IS
DIVIDED INTO MULTIPLE SUB CULTURE AND OUT THE SAMPLE OF 75 EMPLOYEES 69 EMPLOYEES’ ANSWERED IN
POSITIVE AND 6 REPLIED IN NEGATIVE WHICH MEANS THAT THE MAJORITY THINKS CULTURE IS SUB DIVIDED......32
.........................................................................................................................................................32
INTERPRETATION:.................................................................................................................................33
IT IS A CONTINGENT QUESTION FROM 69 EMPLOYEES WHO AGREED TO THE SUB DIVIDED CULTURE OF TESCO AND
15 EMPLOYEES CHOSE DEPARTMENTS, 19 DIFFERENT OPERATING LOCATIONS, 18 ANSWERED OCCUPATIONAL
GROUPS, 8 WORKFORCE DIVERSITY AND 10 OPTED FOR GLOBAL ENVIRONMENT..............................................33
.........................................................................................................................................................33
INTERPRETATION:.................................................................................................................................34
IN THE REPLY TO QUESTION OF DIFFERENT SOCIAL BACKGROUNDS RESULTS IN LOCAL CULTURE, AND THE SAMPLE
OF 75 RESPONDED IN VARYING DEGREE. 20 SAID EXTREMELY LIKELY, 17 VERY LIKELY, 6 SOMEWHAT LIKELY, 7
LIKELY, 10 SOMEWHAT UNLIKELY, 8 VERY UNLIKELY AND 7 EMPLOYEES ANSWERED EXTREMELY UNLIKELY.......34
Q9. WOULD ORGANIZATIONS HAVE A COMPETITIVE ADVANTAGE WHEN THEIR CULTURE IS VALUABLE, RARE, AND
NOT EASILY IMITATED?.........................................................................................................................34
.........................................................................................................................................................34
INTERPRETATION:.................................................................................................................................35
IN REPLY OF THIS QUESTION, FROM WOULD TO WOULD NOT DEGREE STARTING FROM +4 TILL -4. MAJORITY OF
EMPLOYEES AGREED AS ITS 39 OUT OF 75 SAYS THAT IT WOULD WHEREAS 2 PERSONS SAID WOULD NOT............35
INTERPRETATION:.................................................................................................................................35
IN TENTH QUESTION, I ASKED EMPLOYEES’ VIEWS ABOUT THE POINT THAT WHETHER THE TESCO CULTURE DIRECTS
THEM TOWARDS HIGH PERFORMANCE AND OUT THE SAMPLE OF 75 EMPLOYEES 63 EMPLOYEES’ ANSWERED IN
POSITIVE AND 12 REPLIED IN NEGATIVE WHICH MEANS THAT THE MAJORITY AGREES THAT TESCO CULTURE DIRECTS
THEM TO HIGH PERFORMANCE.................................................................................................................35
Q11. DO YOU THINK THAT COMPETITIVE ORGANIZATIONS SHOULDN’T HAVE COMMON FEATURES OF CULTURE
AMONG THEM?....................................................................................................................................36
.........................................................................................................................................................36

.........................................................................................................................................................36
INTERPRETATION:.................................................................................................................................37
IN THE QUESTION ABOVE I ASKED ABOUT THE VIEWS REGARDING COMPETITIVE ORGANIZATIONS SHOULDN’T HAVE
SAME FEATURE AND OUT THE SAMPLE OF 75 EMPLOYEES 30 EMPLOYEES’ DISAGREED STRONGLY, 25 ONLY
DISAGREED, 5 WERE UNCERTAIN, 7 AGREED AND 8 EMPLOYEES STRONGLY AGREED........................................37
Q12. WHICH IS THE MOST IMPORTANT TRAIT(S) OF AN ORGANIZATION’S CULTURE?......................................37
.........................................................................................................................................................37
INTERPRETATION:.................................................................................................................................37
IN REPLY TO QUESTION THAT WHAT ARE IMPORTANT TRAITS OF AN ORGANIZATIONAL CULTURE, OUT OF THE
SAMPLE OF 75, 22 SAID INVOLVEMENT, 18 OPT TO CONSISTENCY, 27 ANSWERED ADAPTABILITY, 7 REGARDED
MISSION AS IMPORTANT TRAIT WHILE 3 MARKED ALL OF THE ABOVE.............................................................38
INTERPRETATION:.................................................................................................................................39
IN THIRTEENTH QUESTION, I ASKED ABOUT THE EMPLOYEES VIEW THAT DO THEY THINK THAT THE MANAGERS AT
TESCO ARE WELL VERSED WITH THE CULTURE AT TESCO AND OUT THE SAMPLE OF 75 EMPLOYEES 71 EMPLOYEES’
ANSWERED IN POSITIVE AND 4 REPLIED IN NEGATIVE WHICH MEANS THAT THE MAJORITY THINKS MANAGERS ARE
WELL VERSED WITH THE PREVAILING CULTURE..........................................................................................39
Q14. BEING A MULTINATIONAL ORGANIZATION TESCO HAS GLOBALLY DISPERSED UNITS. WHICH OF THE
FOLLOWING FACTOR INFLUENCES THE SUBCULTURE OF SUCH UNITS?.............................................................39
.........................................................................................................................................................39
INTERPRETATION:.................................................................................................................................40
IN RESPONSE TO QUESTION THAT WHICH FACTOR(S) IS RESPONSIBLE OF GLOBALIZATION OF CULTURE AT TESCO, 19
SAID NATIONAL CULTURE, 17 SAID LOCAL BUSINESS NORMS, 14 SAID NEEDS OF THE CUSTOMERS AND 25 SAID ALL
OF THE ABOVE.....................................................................................................................................40
Q15. DO FOREIGN EMPLOYEES WORKING AT TESCO UK SHED THEIR NATIONAL CULTURAL VALUES WHEN THEY
COME TO WORK?..................................................................................................................................40
.........................................................................................................................................................40
INTERPRETATION:.................................................................................................................................41
IN THIRTEENTH QUESTION, I ASKED ABOUT THE EMPLOYEES VIEW THAT DO THEY THINK THAT THE FOREIGN
EMPLOYEES SHED THEIR CULTURE ON TESCO STRUCTURE AND OUT THE SAMPLE OF 75 EMPLOYEES 67 EMPLOYEES’
ANSWERED IN POSITIVE AND 8 REPLIED IN NEGATIVE WHICH MEANS THAT THE MAJORITY THINKS FOREIGN
EMPLOYEES SHED CULTURE ON THE TESCO...............................................................................................41
INTERPRETATION:.................................................................................................................................42
IN THIS QUESTION I ASKED ABOUT THE MANAGER’S BEHAVIOR REGARDING THE RECOGNITION OF THE HOMELY
CULTURE, AND OUT OF 75 SAMPLE, 51 FEELS THAT MANGER DOES NEVER FORGET IT, 19 REPLIED THAT MANGERS
SOMETIME FORGETS ABOUT THIS WHEREAS 5 WERE SAYING THAT MANAGERS ALWAYS. THE MAJORITY OF THE
RESPONDENTS SPEAK IN FAVOR OF THE MANAGERS.....................................................................................42
Q17. HOW ETHICAL IS THE CULTURE AT TESCO UK?..............................................................................42
.........................................................................................................................................................42
INTERPRETATION:.................................................................................................................................43
IN THIS DEGREE BASED QUESTION, EMPLOYEES WERE ASKED ABOUT HOW ETHICAL IS THE CULTURE AT TESCO, -4
REPRESENT NEGATIVE ASPECT AND + SUPPORT THAT THERE EXIST STRONG CULTURE, AS WE CAN SEE THAT 39
EMPLOYEES BELIEVES THAT TESCO CULTURE IS ETHICAL.............................................................................43
Q18. CAN EMPLOYEES VOICE THEIR OPINION & HAVE AN EQUAL CHANCE OF ADVANCEMENT?......................43
.........................................................................................................................................................43
INTERPRETATION:.................................................................................................................................44
IN THIS QUESTION, EMPLOYEES WERE ASKED ABOUT WHETHER THEY ARE EMPOWERED AND HAVE A SAY AND OUT
OF THE SAMPLE OF 75, 43 REPLIED IN POSITIVE WHILE 32 ANSWERED IN NEGATIVE. IT REFLECTS THE DIFFERENT
EXPERIENCES OF THE RESPONDENTS.........................................................................................................44
H1: AFFECTING THE MANAGEMENT IS WHOLE-SOLE RESPONSIBLE FOR SHAPING THE CULTURE OF ORGANIZATION IS
TO THIS LESS THAN 35% MANAGEMENT IS PARTIALLY RESPONSIBLE LESS THAN 32%. ONLY THAT MANAGEMENT
IS TO LOW EXTENT RESPONSIBLE LESS THEN16% ONLY THAT MANAGEMENT IS TO LOW EXTENT RESPONSIBLE LESS
THEN. 17% STATES THAT NO IMPACT OF MANAGEMENT IN SHAPING THE ORGANIZATIONAL CULTURE IN ORDER TO
CONSTRUCT THE ORGANIZATIONAL STRUCTURE..........................................................................................44
DECISION: OUR CALCULATED VALUE FALLS IN THE CRITICAL REGION SO WE H0 REJECT AND H1 ACCEPTED THAT
MEANS THAT THE STYLE OF MANAGEMENT IS NOT THE ONLY FACTOR THAT IS AFFECTING THE CULTURE OF THE
ORGANIZATION.....................................................................................................................................45
JUSTIFICATION OF RESEARCH DESIGN.....................................................................................................45
........................................................................................................................................................46
RECOMMENDATIONS..............................................................................................................46

SERGIOVANNI, T. J., (2005),LEADERSHIP AND ORGANIZATIONAL CULTURE:

NEW PERSPECTIVES ON ADMINISTRATIVE THEORY AND PRACTICE,EDITED
BY THOMAS J. SERGIOVANNI, & JOHN E. CORBALLY................................................48

SCHEIN, E. H., (2005), ORGANIZATIONAL CULTURE AND LEADERSHIP, 2ND

EDITION ....................................................................................................................................48

SCHEIN, E. H., (2009), ORGANIZATIONAL CULTURE AND LEADERSHIP, 4TH

EDITION.....................................................................................................................................48

HARVARD BUSINESS REVIEW ON CULTURE AND CHANGE .....................................48

CAMERON, S. K. S., & QUINN, E. R., DIAGNOSING AND CHANGING

ORGANIZATIONAL CULTURE [BASED ON THE COMPETITIVE FRAMEWORK],
REVISED EDITION..................................................................................................................48
KOTTER, P. J., (2008), LEADING CHANGE, PUBLISHER: HARVARD BUSNESS
PRESS..........................................................................................................................................48

LAKE, D., PAINE, J.W., HARRISON, R. & BURKE, W., (2007), DIAGNOSING
ORGANIZATIONAL CULTURE INSTRUMENT, PUBLISHER: JOHN WILEY & SONS
INC...............................................................................................................................................48

ALVESSON, M., & SVENINGSSON, S., (2008) CHANGING ORGANIZATIONAL

CULTURE: CULTURAL CHANGE WORK IN PROGRESS,
PUBLISHER: ROUTLEDGE....................................................................................................48

KEYTON, J., [ONLINE BOOK], COMMUNICATION AND ORGANIZATIONAL

CULTURE: A KEY TO UNDERSTANDING WORK EXPERIENCES, PUBLISHER:
SAGE PUBLICATIONS, AVAILABLE AT:
HTTP://EBOOKCOOL.COM/COMMUNICATION-AND-ORGANIZATIONAL-
CULTURE-A-KEY-TO-UNDERSTANDING-WORK-EXPERIENCES/. VIEWED ON
26/05/2011 AT 7:00PM...............................................................................................................48

ORGANIZATIONAL DEVELOPMENT [ONLINE BOOK], ORGANIZATIONAL

CULTURE, CHAPTER 6, AVAILABLE AT:
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DEVELOPMENT_6_THE-ORGANIZATION-CULTURE.HTML, VIEWED ON
24/05/2011 AT 6:00PM...............................................................................................................48

PRINCIPLES OF MANAGEMENT [ONLINE BOOK], ORGANIZATIONAL

ENVIRONMENT AND CULTURE, CHAPTER 12, AVAILABLE AT:
HTTP://WWW.ZAINBOOKS.COM/BOOKS/MANAGEMENT/PRINCIPLES-OF-
MANAGEMENT_12_ORGANIZATIONAL-ENVIRONMENT-AND-CULTURE.HTML,
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AVAILABLE AT: HTTP://WWW.DOCSTOC.COM/DOCS/21132304/ORGANISATION-
CULTURE-NYERI-WORKSHOP. VIEWED ON 26/05/2011 AT 3:00PM...........................48

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CULTURE, AVAILABLE AT:
HTTP://HOWTOMANAGEHUMANRESOURCES.BLOGSPOT.COM/2008/04/CULTUR
E-YOUR-ENVIRONMENT-FOR-PEOPLE-AT.HTML........................................................49

ORGANIZATIONAL CULTURE, [TRENDS AND APPROACHES OF MANAGEMENT],

AVAILABLE AT:
HTTP://HOWTOMANAGEHUMANRESOURCE.BLOGSPOT.COM/SEARCH?
Q=ORGANIZATIONAL+CULTURE. VIEWED ON 26/05/2011 AT 6:00PM.....................49

CULTURE CONSCIOUSNESS, [EXPLORING YOUR PERSONALITY AT

WORKPLACE], AVAILABLE AT:
HTTP://WWW.DAWCONSULTING.CO.UK/LEADERSHIP/CULTURE-
CONSCIOUSNESS.HTML. VIEWED ON 26/05/2011 AT 6:30PM.......................................49

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THE SUCCESS OF EVERY ORGANIZATION], AVAILABLE AT:
HTTP://WWW.MOUNTAINFESTIVAL.ORG/925-ORGANISATIONAL-CULTURE-
CHANGE-INDISPENSABLE-CONSTITUENT-FOR-THE-SUCCESS-OF-EVERY-
ORGANIASATION.HTML. VIEWED ON 26/05/2011 AT 7:00OM.....................................49

LES GORE’S RECRUITING REPORT, [ORGANIZATIONAL CULTURE],

AVAILABLE
AT:HTTP://WWW.EXECSEARCHINTL.COM/NEWSLETTER/ENEWSLETTER_10200
6.HTM. VIEWED ON 25/05/2011 AT 8:00PM.........................................................................49

ORGANIZATIONAL CULTURE AND IMPACT, AVAILABLE AT:

HTTP://WWW.EXECSEARCHINTL.COM/CULTURE/. VIEWED ON 26/05/2011 AT
8:00PM.........................................................................................................................................49

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HTTP://WWW.SPORTSCI.ORG/JOUR/0001/WGHDESIGN.HTML. VIEWED ON
25/05/2011 AT 8:10PM...............................................................................................................49

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HTTP://123HELPME.COM/ORGANIZATIONAL-CULTURE-PREVIEW.ASP?
ID=166732. VIEWED ON 26/05/2011 AT 8:30 PM..................................................................49

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HTTP://EYALZUCKER.WORDPRESS.COM/2009/09/25/ORG-CULTURE/. VIEWED ON
25/05/2011 AT 5:30PM...............................................................................................................49

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AT:
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VELIYATH, R., AND FITZGERALD, E., (2000), THE SUSTAINABILITY OF

COMPETITIVE ADVANTAGES WITH IMPLICATIONS FOR FIRM
COMPETITIVENESS................................................................................................................50

JOHNSON AND SCHOLES, (2003), BUSNESS STRATEGIES AND ORGANIZATIONAL

STRUCTURE..............................................................................................................................50
QUESTIONAIRE.......................................................................................................................50

NAME (OPTIONAL): ________________................................................................................54

DESIGNATION: ________________.................................................................................54

DEPARTMENT: ________________................................................................................54

QUESTIONAIRE ANALYSIS .................................................................................................54

CULTURE

Culture is the environment that surrounds you at works all of the time. Culture is a
powerful element that shapes your work enjoyment, your work relationships, and your
work processes (mountainfestival.org). But, culture is something that you cannot actually
see, except through its physical manifestations in your work place
(humanresource.about.com). The website humanresource.about.com states that in many
ways, culture is like personality. In a person, the personality is made up of the values,
beliefs, underlying assumptions, interests, experiences, upbringing, and habits that create
a person’s behavior (howtomanagehumanresource.blogspot.com).

Culture is made up of the values, beliefs, underlying assumptions, attitudes, and

behaviors shared by a group of people. Culture is the behavior that results when a group
arrives at a set of - generally unspoken and unwritten - rules for working together
(humanresource.about.com).

CENTRAL CONCEPTS ABOUT CULTURE

Professors Ken Thompson (DePaul University) and Fred Luthans (University of

Nebraska) highlight the following seven characteristics of culture through my interpretive
lens.
Culture is equal to the behavior: Culture is a word used to describe the behaviors that
represent the general operating norms in your environment (execsearchintl.com). Culture
is not usually defined as good or bad, although aspects of your culture likely support your
progress and success and other aspects can also impede your progress
(eyalzucker.wordpress.com). It will not be unfair to stat that organization’s success also
depends on one significant factor ‘norm’ which act as making the organization
accountable towards many things. It can be further concluded that having an establish nor
in the organizational settings will help the organization in two dimensions, (1) it will help
the organization in selling on their commodities due to a norm of impressive customer
services and (2) it will also help the organization in keeping its employees in tact within
the internal environment as they will become the part of organizational norms. Any
organization will have to face a serious problem if it does not take a serious stand against
the violation of a discipline by its employees in regard to the organizational culture. An
organization will also have an obstacle in marching towards the success if they tolerate
the inadequate behavior of the employees towards work and working efficiency.

Culture is learned: It is a general observed phenomenon that individuals have the

tendency to learn either through the rewards or the punishment when it comes to certain
ways or behaviors. Culture is also formed by the continuous process of learning
behaviors which is the result of the rewards for the certain behaviors within the
organizational settings. Not only this, but a culture is also formed when an employer says
a simple thank you to his subordinate in a certain exact manner.

Culture is learned through Interaction: One of the ways in which employees learn about
the culture of the organization is that when they have a close interaction with other
employees in the company. For instance, the initial process of interviewing the candidate
is creating an opinion in the mind of the candidate about the culture existing in the
internal environment of the organization. To give a more definite briefing is that a call for
interview made from the Human Resource department of any organization is forming an
initial opinion in the mind of the candidate.
Sub-cultures Form Through Rewards: The subcultures are formed due to the reason of
distinct wants and needs of different employees and managers do not perceived that
individual employees value rewards do not contribute to the overall company and these
rewards are not fulfilled by the manager but through the coworkers of the employee or
even through the project teams.

People Shape the Culture: One of the main ingredients in shaping the organizational
culture is the personalities and the experiences of the employees. It has been clearly
identified by the researchers that the way employees have sheer experience and the
attitude of own, is adding to the culture of that organization. For instance the culture of
that organization is always very socialize if it employees goes out on outing and
gatherings often. If many artifacts depicting the company’s history and values are in
evidence throughout the company, people value their history and culture
(humanresource.about.com). If doors are open, and few closed door meetings are held,
the culture is unguarded (eyalzucker.wordpress.com). If negativity about supervision and
the company is widespread and complained about by employees, a culture of negativity,
that is difficult to overcome, will take hold (eyalzucker.wordpress.com).

Culture is negotiated One person cannot create a culture alone. Employees must try to
change the direction, the work environment, the way work is performed, or the manner in
which decisions are made within the general norms of the
Culture change is a process of give and take by all members of an organization.
Formalizing strategic direction, systems development, and establishing measurements
must be owned by the group responsible for them. Otherwise, employees will not own
them.

Culture is Difficult to Change. Culture change requires people to change their behaviors.
It is often difficult for people to unlearn their old way of doing things, and to start
performing the new behaviors consistently. Persistence, discipline, employee
involvement, kindness and understanding, organization development work, and training
can assist you to change a culture.
 CHARACTERISTICS OF CULTURE

Your work culture is often interpreted differently by diverse employees. Other events in
people’s lives affect how they act and interact at work too. Although an organization has
a common culture, each person may see that culture from a different perspective.
Additionally, your employees’ individual work experiences, departments, and teams may
view the culture differently.

Your culture may be strong or weak. When your work culture is strong, most people in
the group agree on the culture (eyalzucker.wordpress.com). When your work culture is
weak, people do not agree on the culture (execsearchintl.com). Sometimes a weak
organizational culture can be the result of many subcultures, or the shared values,
assumptions, and behaviors of a subset of the organization
(howtomanagehumanresource.about.com). For example, the culture of your company as a
whole might be weak and very difficult to characterize because there are so many
subcultures. Each department or work cell may have its own culture. Within departments,
the staff and managers may each have their own culture.

Productive and healthy environment is originated from the Organizational Culture: It is a

true statement that a company cannot just merely state that if its employees are content
than they will be more productive, in fact the support from culture also helps the
employees in improving their skills, productivity and culture.

After the understanding about the distinguish characteristics of organizational culture,

the investigation is for the aspects of how cultural change impact on the performance of
the organization.
 ORGANIZATIONAL CULTURE

Any organizational culture consists broadly of long-standing rules of thumb, a somewhat

special language, an ideology that helps edit a member's everyday experience, shared
standards of relevance as to the critical aspects of the work that is being accomplished,
matter-of-fact prejudices, models for social etiquette and demeanor, certain customs and
rituals suggestive of how members are to relate to colleagues, subordinates, superiors,
and outsiders, and . . . some rather plain 'horse sense' regarding what is appropriate and
'smart' behavior within the organization and what is not (muse.jhu.edu)."

Organizational culture is the workplace environment formulated from the interaction of

the employees in the workplace (portal.brint.com). Organizational culture is defined by
all of the life experiences, strengths, weaknesses, education, upbringing, and so forth of
the employees. While executive leaders play a large role in defining organizational
culture by their actions and leadership, all employees contribute to the organizational
culture (unitedcredit.in).
Organizational culture is both the glue holding the system together and the motor moving
it toward its goals.

LITERATURE REVIEW
According to (Yoruk and Raosevic, 2002), in unsaturated retail market, Tesco has the
potential to gain the competitive advantage over its strong competitors and also the
potential to attract customers successfully in other countries. Tesco managed to invest in
most of the countries of Asia such as Thailand and South Korea. Slowly the company is
making is way with a gradual turn into the market of Taiwan and continuously
researching in the environment of Malaysia.
The influence of the current structure of the market can give another opportunity for the
organization to provide additional marketing strategies in capturing the additional number
of customers. An organization’s culture is made up of all of the life experiences each
employee brings to the organization (mountainfestival.org). Something as simple as the
objects chosen to grace a desk, tell you a lot about how employees view and participate in
your organization’s culture. Your bulletin board content, the company newsletter, the
interaction of employees in meetings, and the way in which people collaborate, speak
volumes about your organizational culture (humanresource.about.com).

Cultural web theory application (The cultural web theory is also an effective analysis for
management in order to represent the underlying assumptions linked to political,
symbolic and structural aspect of the company) is a useful tool in considering the cultural
context for Tesco's business. Culture generally tends to consist of layers of values, beliefs
and taken for-granted actions and ways of doing business within and outside the
company. Therefore, the concept of cultural web is the representation of these actions
taken for granted for understanding how they connect and influence the strategy
(Veliyath and Fitzgerald, 2000; Johnson and Scholes, 2003). It is also useful to
understand and characterize both the company's culture and the subcultures in adaptation
of future strategies.
Culture can be analyzed through the observations of how the company behaves, including
routines, rituals, stories, structures and systems. This presents the “clues” about the taken-
for-granted assumptions. Tesco has a very friendly and supporting approach in the
routine ways that staff at Tesco behaves towards each other, and towards those outside
the company that can make up the ways people do things. The control systems and
measurements are constantly under the management review to monitor the efficiency of
the staff and managers' decisions. The rituals of the company's life are the special events,
corporate gatherings, which Tesco emphasizes what is particularly important and
reinforce the way things are done. On-going meetings and communication at every level
of the company's hierarchy represent a strong internal environment.
 INTRODUCTION TO TESCO
Tesco was formed by Sir Jack Cohen where he set up a grocery stool in the West end of
London. The stool was set up by Jack using the gratuity he received from the army for his
services in world war one. The Tesco name was first used on packets of tea
(123helpme.com). The name Tesco was put together by using T.E.S from T.E.Stockwell
who was a partner in the tea suppliers. C and O were taken from Jacks surname Cohen,
thus the name Tesco was born.
The first store opened in 1929 in a place called Burnt Oak, Edgware. The first stores to
open were all small stores which had large quantities of products as Sir Jacks vision was
to buy big and sell cheap. At this time all the stores were a place where the shopping
was done for the customer, where as in America the shopping experience was one of self
service for the customer. Sir Jack was not into the idea of making customer's shop for
themselves, but with Sainsbury's now offering the customer's self service Jack had little
option. The first Tesco store to be changed into a self service was in St Albans1948.
Today Tesco are now the biggest supermarket chain in Brittan and have
also expanded into other foreign markets in the E.U. Also Tesco,
having almost saturated the market with superstores, have now gone
back to their routes by buying the small corner shop chain 'One stop'
and turning them into little Tesco expresses. The reason for this is
to get the Tesco name into small Towns and Village's where 'One stop'
was and will stop Tesco customers from picking up their essentials
from a competitor.

TESCO COMPNY STRUCTURE

The structure of Tesco is simple one apart from the fact that it has huge labor force under
its belt. It has utilized the resources for the deliverance of Tesco are as following:
1. The company have found more efficient ways of completing a task or business
activity.

2. The advancement in technology has allowed the company to take some of the more
demanding tasks away from employees to minimize human error E.G stock ordering,
delivery schedules, etc

3. The company is giving general staff more responsibility within stores and allowing
them to use their own initiative when helping or serving a customer.

The managers within each store have now been given a much broader span of control
with their workforce. This means that each manager will have more employees to
communicate with, but each employee has been trained to a set standard, which allows
the manager to trust them to
get on with the job with little guidance from him or her.

Looking at the Tesco Company the report can see that all of the key decisions for each
region of the country are made by the board of directors based in Chesnutt, which makes
the company centralized in its diction making.

As the company is run centrally it allows Tesco to minimize the cost of having big
finance, general office departments in each of its stores as well as minimize the amount
of work each store has and allows them to concentrate on selling the businesses products
to the
customers.
TESCO’S CURRENT ORGANIZATIONAL STRUCTURE:

Tesco is one of the few organizations who have adopted the mode of having two
organizational structures. Both for a different purpose so that the system is clean,
transparent and less complex for the employees. Today Tesco have two organizational
structures. One organizational structure is for the company
as a whole, which includes the board of directors and the top level management, and the
other one is the structure that is commonly used within each of Tesco’s stores all across
the globe. The traditional structure is followed in Tesco also that is that starting from the
board of directors; move along to the segment of subordinates. On the other hand the
structure for each store is a simple one as Tesco uses it because it is very easy to
understand with each level of control shown clearly. There are not lot of layers simple the
Store managers and under them the workers working within the store. One of the major
advantages of this simple structure is that by having a very effective and not so
technically complex, in other words a simple store
structure is that it allows employees to see easily who is in charge of each
department or who their department manager is and whom to report in time of urgency.

TESCO’S HR DEPARTMENT

Within Tesco the HR departments are within all of their stores as well as in the regional
and head offices. By having a HR department in each store it allows the HR team to see
how the store is doing as well as see clearly where the company needs new staff. Also the
HR department
helps the company by:

1. Devising techniques to measure and reduce labour turnover.

2. Planning ahead to make sure that every department has enough staff.

3. HR planners operate a flexible workforce, which has numerical, financial and

functional flexibility.

4. Train new employees to be able to work within their designated department correctly
and safely.

Some of the problems that the HR department of Tesco has to encounter are as following:

1. The new appointed staff of Tesco lacks the required skills and abilities to run the
operation in smooth manner.
2. Since the competitive environment is growing more and more strong HR department
has to attract new employees for job.
3. Doe to the recent turnover in the labor force of the Tesco HR has to find a solution to
retain its employees.

By achieving their main objectives and attempting to avoid the main problem areas the
HR department can help the store to meet customer demands as well as achieve the stores
aims regarding staff
availability.

HR department has adopted the strategy of giving the opportunity to its staff members for
availing the training so that the labor turnover reduces and the business has more flexible
staff. Apart from training Tesco HR department also uses a technique of giving incentive
to its employees so that they retain within the company. These incentives are as
following:

1. Staff discount after a year’s service to the company.

2. Increase of pay after 6 months on the job.

3. Paid holiday after 6 months.

Tesco also have a reward system, which recognizes when an employee has performed
excellent customer service towards a customer and the store then rewards the member of
staff with a token of their appreciation (e.g. £10 gift voucher) (123helpme.com).

TESCO’S CULTURE

When Tesco started out the business had a culture of being a company of cheep
affordable products. The reason for this was due to Sir Jack Cohen (the founder of Tesco)
as he would always buy products in bulk as well as tins that Sainsbury's had discarded
because it was his
vision to be able to 'pile it high and sell it cheep'.
In Tesco today the company is still recognized by the motto of 'pile it high and sell it
cheep', but the company has introduced quality into its products by offering three
different key areas of products. The first area consists of very high quality products such
as organic and these products are usually the most expensive. The middle group
of products is usually a collection of Tesco and company branded products and covers a
wide price bracket. The third group of products is Tesco's value range, which consists of
the cheapest products such as toilet rolls, bin liners and ready meals. These types of
products are all about value for money and are not priced by the level of quality.

As well as offer their customers more choice, in the way of groceries, Tesco now offer
their customers the opportunity to purchase clothes, electrical goods, DVD's CD's, etc.
By offering their customers these other products Tesco are changing their culture into
becoming a 'one stop shop', which offers customers the chance to purchase almost
anything they need at the same time.

CHANGING ORGANIZATIONAL CULTURE

For changing the organizational culture of the Tesco is not a huge task since it has multi
cultural and diversified labor force operating in numerous branches all across the United
Kingdom. Organizational culture of Tesco was formed over years of interaction between
the participants in the organization.

An organizational culture of Tesco has formed for a reason. The current organizational
culture of Tesco is matching the company founder’s style and comfort zone. Their
cultures often demonstrate the style of management that is practiced by the Tesco top
brains. The hiring process is very much influenced by the organizational culture of Tesco
as they hire people who have the flexibility to adjust.

STEPS IN ORGANIZATIONAL CULTURE CHANGE

There are three major steps involved in changing an organization's culture.

1. Before an organization can change its culture, it must first understand the current
culture, or the way things are now. Do take the time to pursue the activities in this
article before moving on to the next steps.
 2. Once you understand your current organizational culture, your organization must
then , and decide what the organizational culture should look like to support
success. What vision does the organization have for its future and how must the
culture change to support the accomplishment of that vision?

3. Finally, the individuals in the organization must decide to change their behavior
to create the desired organizational culture. This is the hardest step in culture
change.

VALUES AT TESCO

As a multi-local multinational Tesco aims to play their part in addressing global

environmental and social concerns through local actions and in partnership with local
governments and organizations.

Tesco corporate purpose states that to succeed requires "the highest standards of
corporate behavior towards everyone we work with, the communities we touch, and the
environment on which we have an impact."

Always working with integrity

Conducting our operations with integrity and with respect for the many people,
organisations and environments our business touches has always been at the heart of our
corporate responsibility.

Positive impact

We aim to make a positive impact in many ways: through our brands, our commercial
operations and relationships, through voluntary contributions, and through the various
other ways in which we engage with society.

Continuous commitment

We're also committed to continuously improving the way we manage our environmental
impacts and are working towards our longer-term goal of developing a sustainable
business.

Setting out our aspirations

Our corporate purpose sets out our aspirations in running our business. It's underpinned
by our code of business Principles which describes the operational standards that
everyone at Tesco follows, wherever they are in the world. The code also supports our
approach to governance and corporate responsibility.

Working with others

We want to work with suppliers who have values similar to our own and work to the
same standards we do. Our Business partner code, aligned to our own Code of business
principles, comprises ten principles covering business integrity and responsibilities
relating to employees, consumers and the environment.

RESEARCH METHODOLOGY

It consists of different steps like collection of data, gathering of relevant information and
what sources will be used to investigate the study. Methodology is the practical stage of
the research investigation in which the researcher has to start his research investigation.

Research Design

Exploratory Research:

This research is an exploratory research and it is trying to identify issues of various

cultures which are faced by multinational companies in general and Tesco in United
Kingdom in particular. According to DJS Research limited, the exploratory research
simply allows the marketer to gain a greater understanding of something that he doesn’t
know enough about. Exploratory research can help in this instance. Differing mainly in
design from descriptive research, exploratory research is used principally to gain a deeper
understanding of something. The design is far more flexible and dynamic than that of
descriptive research.

Diagram of Exploratory Research

(According to 2.uiah.fi), any object can be looked at from several different

viewpoints, either from the angles of various established sciences or just from
 miscellaneous practical points of view. As soon as possible, you should specify
the viewpoint of your study and explain how you understand or "take" the
object. This does not mean that you have to to start your work by clarifying
the essence of your object of study, i.e. what the object really is. Instead, you
should try to contemplate and clarify how you see the object: should it be
defined on micro level as a result of the individuals' instincts, drives and
experiences, or maybe on macro level as an expression of development in
society.

Quantitative Research:

According to Will J. Hopkins, In quantitative research your aim is to determine the

relationship between one thing (an independent variable) and another (a dependent or
outcome variable) in a population. Quantitative research designs are either descriptive
(subjects usually measured once) or experimental (subjects measured before and after a
treatment). A descriptive study establishes only associations between variables. An
experiment establishes causality. For an accurate estimate of the relationship between
variables, a descriptive study usually needs a sample of hundreds or even thousands of
subjects; an experiment, especially a crossover, may need only tens of subjects. The
estimate of the relationship is less likely to be biased if you have a high participation rate
in a sample selected randomly from a population. In experiments, bias is also less likely
if subjects are randomly assigned to treatments, and if subjects and researchers are blind
to the identity of the treatments.

Subject characteristics can have a serious affect on the relationship that a researcher is
trying to investigate. On order to reduce the effects a researcher uses a sample which is
less heterogeneous sample or he can include these characteristics in his data analysis is
that it can be measured. A researcher should also try to measure the variables of the
experiment that may explain the treatment’s mechanism (kuliahitukeren.blogspot.com).

Qualitative Research:
According to Sir Peter Woods, qualitative research is one based on the features that have
wide range of collection. It is based on the non numeric only demonstrating the non
fraction items. It cannot be calculated by the quantifying parameters. It is also use for the
day to day activity that shows the quality of an item, event or sample.

Methods of Qualitative Research:

Following are the methods of qualitative research:

• Observation
• Interviews
• Questionnaire
• Sampling
• Written Material

Observation:

In this approach, the researcher tries to seek the natural scene by personally observing the
movement, flows and happenings in the environment. It gives the first hand experience
about the scenario but it is restricted to the perception of the researcher.

Interviews:

In this method the researcher focuses on the face to face, or focus group meetings. This is
to meet the experts and professional and explore their views based on their past
experiences. It is generally regarded as the close interaction process with the actual
settings.

Questionnaire:

It is the most widely used method in which a set of questions are written and distributed
to sample set of the population a researcher has targeted. It gives the general views and
opinion of the majority but sometime its validity is a question mark.

Written Material:

It is a black and white document that is the proof of the actual happening. It serves as a
strong evidence to find the quality of the event, scenario and the process itself.

Sampling:

Sampling is the process of selecting the respondent as a sample who is representing the
large population. This subset helps the researcher in reaching to the conclusion that what
is the opinion of the majority. It is done through different methods such as random
sampling, convince sampling, cluster sampling, snow ball sampling etc.
Hypothesis:

Hypothesis is the presumption that these are the factors that might have resulted in
the actual scenario. It is just the synthesis and proposal that due to these
factors a various things are happening in a certain way. Here the hypothesis
is that to find what are affecting the performance or the scenario of the
organizational setting.
In this research study the hypothesis is that the organizational culture has a strong
impact on the performance of the employees.
My second assumption is that the organizational culture is the dominating factor in
shaping the structure of the organization.
I have further hypothesized that management does not play important role in
shaping the culture but it automatically shape up by itself.

Style of Research:
After analysis of the all available research methods I have reached to a conclusion that
for this research study the most appropriate and adequate means to gather the data
will be the qualitative method. To fulfill the objectives of the investigation study
on the impact of the organizational culture on the performance of the overall
 company I would select a qualitative research as it is more appropriate as compare
quantitative approach. I have conducted the research investigation through
questionnaires so that the selected sample of the organization will give the precise
idea about our assumed hypothesis.

Null Hypothesis:
Ho: following are the variable affecting the management is whole-sole responsible
for shaping the culture of organization is to this 35% percentage. 32%management
is partially responsible. 16%only that management is to low extent responsible. 17% states
that no impact of management in shaping the organizational culture in order to construct the
organizational structure.

Alternative Hypothesis:
H1: affecting the management is whole-sole responsible for shaping the culture of
organization is to this less than 35% management is partially responsible less than
32%. Only that management is to low extent responsible less then16% only that management
is to low extent responsible less then. 17% states that no impact of management in shaping the
organizational culture in order to construct the organizational structure.
The above diagram shows the process of my method investigation. Through the
company background and literature review I have collected the body of
knowledge required in this research. I than hypothesized the causes of the
scenario and moved towards the selection of the method that is qualitative
approach. Through this I gathered the evidences and on the basis evidence I
sorted out the data in a meaningful form to reach to a conclusion that
whether the assumed hypothesis is right or it can be rejected.

Data collection method

To achieve the objectives of the research both primary and secondary research are
essential. Primary research will be helpful to find out about practical approaches of
multinational companies and it will also identify the result of multinational companies
strategies especially Tesco United Kingdom culture. The secondary research will be
helpful to find out the existing theories about this topic and as well as work from other
authors. Secondary research has been conducted with the help of articles, scholarly
journals, books, newspapers and business magazines. Electronic sources like internet will
be use for both primary and secondary research.

Interviewing procedures

Primary research has been done through focus group and the in-depth interviews. focus
group was chosen from Tesco.

Sample Selection

Since the purpose of the research is to determine various facts regarding foreign culture
management. It is essential to conduct the interviews with various levels of managers
dealing with culture, marketing and brand image, from Tesco.

Sample size

Total of 75 including line managers and related staff will be interviewed to gain
substantial information regarding the culture management in the Tesco Pakistan and also
the accessible record of the company.
Data analysis

Couple of techniques will be used to analyze the data and the extent and degree to which
the findings confirm or infirm the hypothesized relationships. First of all, simpler
techniques like ‘pattern recognition technique’ will be used and later ‘marginal analysis
technique’ will be helpful for descriptive analysis. These will be done through the
responses of the questionnaire.

Q1. Does organizational (Tesco) culture has an effect on you as an

individual?

Yes No

Yes 60
No 15
Total 75
Interpretation:

In this question I asked about the impact of culture on individual employees

and out the sample of 75 employees 60 employees’ answered in positive and 15
replied in negative which means that the majority things Culture has strong
influence on them.

Q2. Organizational culture influences the performance of an organization?

Strongly Disagree - Disagree - Uncertain - Agree - Strongly Agree

Strongly Disagree 5
Disagree 7
Uncertain 8
Agree 25
Strongly Agree 30
Total 75
Interpretation:

In the question above I asked about the impact of culture on individual employee’s
performance and out the sample of 75 employees 5 employees’ disagreed
strongly, 7 only disagreed, 8 were uncertain, 25 agreed and 30 employees
strongly agreed.

Q3. Is Tesco’s culture adaptable to its employees?

Yes No

Yes 61

No 14

Total 75
Interpretation:
In third question I asked about the impact of culture on individual employees and
out the sample of 75 employees 61 employees’ answered in positive and 14
replied in negative which means that the majority thinks Culture has strong
influence on them.

Q4.Which do you think is the most important aspect of organizational

culture?

Sharing Values- Structuring of Employees - Different set of Values- All of the above

Sharing of Values 30
Structuring of employees 28
Different sets of Values can coexist 22
All of the above 8
Total 75
Interpretation:
In reply of fourth question, out of 75 employees 30 said sharing of values, 28
ticked on structuring of employees, 22 opt different set of value can coexist
while 8 marked all of the above.

Q5. Organization culture makes different & conflicting demands on

you?

Strongly Disagree- Disagree- Uncertain - Agree - Strongly Agree

Strongly Disagree 31
Disagree 26
Uncertain 5
Agree 8
Strongly Agree 7
Total 75

Interpretation:
In the question above I asked about the views regarding different conflicts can be
caused due to culture on individual employees and out the sample of 75
employees 31 employees’ disagreed strongly, 26 only disagreed, 5 were
uncertain, 8 agreed and 7 employees strongly agreed.

1. Is Tesco culture divided into multiple sub-cultures

Yes No

Yes 69

No 6

Total 75
Interpretation:

In sixth question, I asked about the employees view that do they think that the
culture of Tesco is divided into multiple sub culture and out the sample of
75 employees 69 employees’ answered in positive and 6 replied in negative
which means that the majority thinks Culture is sub divided.
2. If you think yes, Tesco culture divided into multiple sub-cultures,
on what basis?

Departments - diff operating Locations- Occupational Groups- W/f Diversity- Global Environment

Departments/ Divisions 15
Different operating Locations 19
Occupational Groups 18
Workforce Diversity 8
Global Environment 10
Total 69
Interpretation:
It is a contingent question from 69 employees who agreed to the sub divided
culture of Tesco and 15 employees chose departments, 19 different
operating locations, 18 answered occupational groups, 8 workforce
diversity and 10 opted for global environment.

Q8. Different social background results in different local cultures?

Extremely Likely Very Likely Somewhat Likely Likely Somewhat Unlikely Very Unlikely Extremely Unlikely

Extremely Likely 20
Very Likely 17
Somewhat Likely 6
Likely 7
Somewhat Unlikely 10
Very Unlikely 8
Extremely Unlikely 7
Total 75
Interpretation:
In the reply to question of different social backgrounds results in local culture, and
the sample of 75 responded in varying degree. 20 said extremely likely, 17
very likely, 6 somewhat likely, 7 likely, 10 somewhat unlikely, 8 very
unlikely and 7 employees answered extremely unlikely.

Q9. Would organizations have a competitive advantage when their

culture is valuable, rare, and not easily imitated?

+4 +3 +2 +1 0 -1 -2 -3 -4

Degree +4 39
Degree +3 12
Degree +2 6
Degree +1 7
Neutral 2
Degree -1 3
Degree -2 2
Degree -3 2
Degree -4 2
Total 75
Interpretation:
In reply of this question, from would to would not degree starting from +4 till -4.
Majority of employees agreed as its 39 out of 75 says that it would whereas
2 persons said would not.

Q10. Do you think Tesco culture direct employees behavior towards the
High performance?

Yes No

Yes 63

No 12

Total 75

Interpretation:
In tenth question, I asked employees’ views about the point that whether the Tesco
culture directs them towards high performance and out the sample of 75
 employees 63 employees’ answered in positive and 12 replied in negative
which means that the majority agrees that Tesco culture directs them to
high performance.

Q11. Do you think that competitive organizations shouldn’t have

common Features of culture among them?

Strongly Disagree- Disagree - Uncertain - Agree - Strongly Agree

Strongly Disagree 30
Disagree 25
Uncertain 5
Agree 7
Strongly Agree 8
Total 75
Interpretation:
In the question above I asked about the views regarding competitive organizations
shouldn’t have same feature and out the sample of 75 employees 30
employees’ disagreed strongly, 25 only disagreed, 5 were uncertain, 7
agreed and 8 employees strongly agreed.

Q12. Which is the most important trait(s) of an organization’s culture?

Involvement - Consistency - Adaptability - Mission - All of the Above

Involvement 22
Consistency 18
Adaptability 27
Mission 7
All of the Above 3
Total 75

Interpretation:
In reply to question that what are important traits of an organizational culture, out
of the sample of 75, 22 said involvement, 18 opt to consistency, 27
answered adaptability, 7 regarded mission as important trait while 3 marked
all of the above.

Q13. Maintaining organization culture requires knowing existing

values, artifacts & ideology? Do you think managers at Tesco are well
Versed with them?

Yes No

Yes 71

No 4

Total 75
Interpretation:
In thirteenth question, I asked about the employees view that do they think that the
managers at Tesco are well versed with the culture at Tesco and out the
sample of 75 employees 71 employees’ answered in positive and 4 replied
in negative which means that the majority thinks managers are well versed
with the prevailing culture.

Q14. Being a multinational organization Tesco has globally dispersed

units. Which of the following factor influences the subculture of
such units?

National Culture - Local Business norms - Needs of the Customers – All of the Above

National Culture 19
Local Business norms 17
Needs of the Customers 14
All of the Above 25
Total 75
Interpretation:
In response to question that which factor(s) is responsible of globalization of
culture at Tesco, 19 said national culture, 17 said Local business
norms, 14 said needs of the customers and 25 said all of the above.

Q15. Do foreign employees working at Tesco UK shed their national

cultural values when they come to work?

Yes No

Yes 67

No 8

Total 75
Interpretation:
In thirteenth question, I asked about the employees view that do they think that the
foreign employees shed their culture on Tesco structure and out the sample
of 75 employees 67 employees’ answered in positive and 8 replied in
negative which means that the majority thinks foreign employees shed
culture on the Tesco.

Q16. Do managers at Tesco UK refuse to recognize cultural differences

and insist on the home culture way of doing business?

Never Sometimes Always

Never 51

Sometimes 19

Always 5

Total 75
Interpretation:
In this question I asked about the manager’s behavior regarding the recognition of
the homely culture, and out of 75 sample, 51 feels that manger does never
forget it, 19 replied that mangers sometime forgets about this whereas 5
were saying that managers always. The majority of the respondents speak
in favor of the managers.

Q17. How ethical is the culture at Tesco UK?

-4 -3 -2 -1 0 1 2 3 4

Degree -4 2
Degree -3 2
Degree -2 2
Degree -1 3
Neutral 2
Degree +1 7
Degree +2 6
Degree +3 12
Degree +4 39
Total 75
Interpretation:
In this degree based question, employees were asked about how ethical is the
culture at Tesco, -4 represent negative aspect and + support that there exist
strong culture, as we can see that 39 employees believes that Tesco culture
is ethical.

Q18. Can employees voice their opinion & have an equal chance of
advancement?

Yes No

Yes 43
 No 32

Total 75

Interpretation:
In this question, employees were asked about whether they are empowered and
have a say and out of the sample of 75, 43 replied in positive while 32
answered in negative. It reflects the different experiences of the
respondents.
Null Hypothesis:
Ho: following are the variable affecting the management is whole-sole responsible
for shaping the culture of organization is to this 35% percentage. 32%management
is partially responsible. 16%only that management is to low extent responsible. 17% states
that no impact of management in shaping the organizational culture in order to construct the
organizational structure.

Alternative Hypothesis:
H1: affecting the management is whole-sole responsible for shaping the culture of
organization is to this less than 35% management is partially responsible
less than 32%. Only that management is to low extent responsible less then16%
only that management is to low extent responsible less then. 17% states that no
impact of management in shaping the organizational culture in order to construct the
organizational structure.

Test:

χ 2
: (o-e)/e

O E o-e (o-e)2` (o-e)2`/e

26 15 11 121 8.06
24 15 9 81 5.4
12 15 -3 9 0.6
13 15 -2 4 0.2677

14.327

Level of significance (α) = 0.1

= + 0.211

14.32
3

0.21

Decision: Our calculated value falls in the critical region so we H 0reject and H1 accepted
that means that the style of management is not the only factor that is affecting the culture
of the organization.

Justification of Research Design

The complexities of international marketing are mostly caused by cultural forces. Any
multinational company needs to be sensitive to different culture, first because it is critical
to understand consumers before entering into a new culture and market, and second
because most marketing will be implemented by local managers, with whom the
company must interact. If any company intends to market a product to consumers in a
foreign market, however the product offends a customer in some way, the consumers will
not buy it. If company interacts with a local manager in a way that shows no
understanding of his or her culture, company plans may not be implemented as company
wants them to be. This is only a flavor of misunderstanding the local culture and there are
plenty of problems that company faces in new culture. The proposed study will
investigate the barriers in foreign markets in relation with the Tesco of London that how
did they overcome these problems.

RECOMMENDATIONS

Other components important in changing the culture of Tesco are:

1. Though the organizational culture of Tesco is very multi cultural and rich but
Tesco management should arrange a proper way to focus groups of employees
by departments so that the values and the belief statements are created. This
will help in the conversion of the vision mission and values into words so that
words have a impact on each employee’s job. This exercise gives all
employees a common understanding of the desired culture that actually
reflects the actions they must commit to on their jobs.
2. Tesco should communicate its norms to the workforce because if employees
are well informed about the change in organizational culture, they will be
more committed. It is important to tell employees that what is expected from
them for effective culture change and the communication will help to ensure
that changes are accepted.
3. The management of Tesco has two structures which is a unique feature but the
need is changing a physical structure to align it with the organizational culture
which may be necessary for the organization. These units are unlikely to align
to support the overall success of the business.
4. Tesco needs to redesign its approach by rewards and recognition by changing
the reward system to encourage the behaviors vital to the desired
organizational culture.
5. Tesco should also review work systems for employee promotions, it should
also review and bring changes in the performance management and employee
selection to they are aligned with the desired culture.
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QUESTIONAIRE

1. What do understand by an organizational culture?

________________________________________________________
________________________________________________________
________________________________________________________

2. Does organizational (Tesco) culture has an effect on you as an

individual?

 Yes
 No
 3.
Organizational culture influences the performance of an organization?

•Strongly Disagree •Disagree •Uncertain •Agree •Strongly Agree

4. Is Tesco’s culture adaptable to its employees?

 Yes
 No

5. Which do you think is the most important aspect of Organizational

Culture?

a) Sharing of values
b) Structuring of experiences
c) Different sets of values can coexist

d) All of the above

6. Organization culture makes different & conflicting demands on you?

•Strongly Disagree •Disagree •Uncertain •Agree •Strongly Agree

7. Is Tesco culture divided into multiple sub-cultures

 Yes
 No

If yes, on what basis?

a) Departments, divisions
b) Different operating locations
c) Occupational groups
d) Workforce diversity
e) Global environment

8. Different social background results in different local cultures?

  Extremely likely
 Very likely
 Somewhat likely
 Likely
 Somewhat unlikely
 Very unlikely
 Extremely unlikely

9. Would organizations have a competitive advantage when their culture

is valuable, rare, and not easily imitated?

Would___: ___ : ___ : ___ : ___ : ___ : ___ : ___ : ___ Would not

10. Do you think Tesco culture direct employees behavior towards

Higher performance?

 Yes
 No

11. Do you think that competitive organizations shouldn’t have common

Features of culture among them?

•Strongly Disagree •Disagree •Uncertain •Agree •Strongly Agree

12. Which is the most important trait(s) of an organization’s culture?

a) Involvement
b) Consistency
c) Adaptability
d) Mission
e) All of the above

13. Maintaining organization culture requires knowing existing values,

artifacts & ideology? Do you think managers at Tesco are well Versed
with them?

 Yes
 No
 14. Being a multinational organization Tesco has globally dispersed
units. Which of the following factor influences the subculture of such
units?

a) National culture
b) Local business norms
c) The needs of local customers
d) All of the above

15. Do foreign employees working at Tesco UK shed their national

cultural values when they come to work?

 Yes
 No

16. Do managers at Tesco UK refuse to recognize cultural differences

and insist on the home culture way of doing business?
.
 Never
 Sometimes
 Always

17. How ethical is the culture at Tesco UK?

Unethical ___:___:___:___:___:___:___ Ethical

18.Can employees voice their opinion & have an equal chance of

advancement?

 Yes
 No
____________________________
 Name (Optional): ________________
Designation: ________________
Department: ________________

QUESTIONAIRE ANALYSIS

In the first question about organizational culture most employees have identified the
values, belief and guidelines, which are followed by employees, make part of the
culture. All respondents agreed that the culture of Tesco does affect them as an
individual. They strongly agree that an organizational culture influences the
performance of an organization.

Tesco culture is adaptable to its employees and sharing of values, structuring of

experiences, are the most important aspects of an organization. However there are
mixed feelings about organization culture make different & conflicting demands on
you as an individual. Majority of the respondents believe that Tesco’s culture is
divided into multiple sub-cultures based upon departments, divisions, different
operating locations, occupational groups, workforce diversity and global
environment.

They believed that social backgrounds result in different local cultures. Organizations
have a competitive advantage when their culture is valuable, rare, and not easily
imitated. Tesco culture direct employees behavior toward higher performance and
they don’t think that competitive organizations shouldn’t have common features of
culture among them. Involvement, consistency, adaptability, mission are the
important traits of an organizational culture.

Managers at Tesco are well versed with existing values, artifacts and ideology
required to maintain an organization culture. National cultures, local business norms,
and the needs of local customers influence the culture of globally dispersed units of
Tesco. Answering the question of do foreign employees working at Tesco Pakistan
shed their national cultural values when they come to work? Majority replied with
“NO”. They believe that managers at Tesco Pakistan never refuse to recognize
cultural differences and insist on the home culture way of doing business.

Majority admitted that culture of Tesco is ethical and employees can voice their
opinion & have an equal chance of advancement.