Asda Organisational Structure

Asda Organisational Structure

Organizational structure- Example of Asda supermarket

Business organizations are setup in order to fulfill the requirements of its various stakeholders. Some of the key stakeholders for the business organizations include customers, shareholder, management, employees and governing bodies. It is important to understand how organization divisions needs to setup to meet business objectives. These divisions would ensure focus on the various organizational objectives. Organizational structure defines how various functions in the organization are setup so that overall business functioning can be aligned. In order to understand we would take asda organisational structure chart. Organisational structure of asda supermarket can be given as under which is mainly mixture of hierarchical and functional orgnizational structures.

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Asda Organisational structure

Unit 3 Organizational behavior with Asda Organisational structure

HND business management coursework is divided into various units wherein students are given theoretical and practical knowledge on various business related aspects. Unit 3 OB deals with the way organisational structure plays an important role in order to decide the organisational success in present age. Also relationship between organisational structure and culture is explained in detail in this unit. HND Assignments offer high quality assignments for Unit 3 Organisational behavior for Asda.

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Sample Unit 3 Asda Organisational structure

Introduction Asda Organisational structure

Organizational behavior is concerned with the study
of organizations and the individuals in the organization on a generic basis. The
different implications organizational behavior leads to the impact of
organizational culture and structure on the performance of an organization. The
structure of an organization comprises of the sector in which the organization
operates and the size. The physical resources utilized by the company and the
number of people employed by the organization form the size of the
organization. Since there are different structures depending on the nature of
business as well as the sector of operation, organizational structures are
classified into divisional and functional organizational structures (Eldridge
& Crombie, 2013). The functional organizational structure is dependent on the
variation in the theoretical perspectives associated with technology. The
functional organizational structure is intended for organizations which deal
with products involving superior technological expertise for production. Divisional
organizational structure intends to divide the organization into smaller
operational units which are supported by necessary resources. Employees are
responsible to report to a hierarchy of authority (Fernández et al., 2012). This
report highlights the relation between organizational structure and culture and
the organizations considered for the report are Asda and British Airways. Asda
is counted among the top banking services firm in the United Kingdom while BRITISH
AIRWAYS stands as a competitive health service provider. The latter also
possesses a formidable brand image on the domestic platform.

Task 1

1.1

Organizational structure is an imperative facet of
every organization and comprises of major aspects of the organization. While
some researchers point out that organizational structure is an outline of the
classification of authority and the resultant organizational hierarchy, the
contribution of external as well as internal environment cannot be neglected. The
organizational structure primarily determines the chain of command and hence
the facet of leadership is essential in evaluating the nature of organizational
structure. Since Asda and BRITISH AIRWAYS are organizations with a global
outreach, they impose stringent rules and regulations alongside implementation
of formal organizational structures.

Asda ensures transparency in its chain of command
and hence the line of command and execution is maintained perfectly. The
different levels of command allow refined prospects for decision making in Asda.
The structure implies a decentralized approach in which many people in the
organization have to report to multiple persons. The organizational structure
of Asda is characterized by flexible work environment and sharing of values and
beliefs (Goldman & Bounds, 2015). This factor also complements the
geographic expansion of the company and the integration of apt structure
according to the location. On the contrary, BRITISH AIRWAYS implements higher
degree of formality in the structure through strict official standards. The
humongous size of the organization and its operations are responsible for the
official standards in the organizational structure. Hence BRITISH AIRWAYS aims
at integrating dynamism in the decision making processes through senior
managers and field staff. Therefore, the organization has turned to the use of
smaller groups which could work in unison with senior management to complete
tasks in exceptional cases (Bowditch, Buono & Stewart 2007).

The organizational cultures of both the
organizations are also distinct. The culture of Asda is inclined towards empowering
employees so that they can provide services to customers effectively and
protect the interests of various stakeholders. BRITISH AIRWAYS follows a strict
organizational culture in order to ensure fair transactions, maintenance of
standards and capitalizing on successful ventures (Neergaard & Pedersen,
2015). While Asda empowers employees to serve customers in a competent manner, BRITISH
AIRWAYS enforces rules and standards for acquiring precision in the service
provided to customers. The differences in organizational structure and cultures
are reflected in the performance of the organizations in their respective sectors.

1.2

Organizations and their performance are equally
dependent on amiable coordination between organizational culture and structure.
The different impacts of the relation between organizational culture and
structure on organizational performance can be illustrated in context of distinct
facets. The evaluation of impact of organizational culture and structure on performance
is dependent on factors such as employee empowerment, individual attitude of
staff and the diversity in workforce. The behavior of employees is subject to
the effect of organizational structure since they acquire the inherent traits
of the industry. Integration of provisions for employee empowerment is a
responsible practice on behalf of Asda. The organization provides authority to managers
operating on lower levels of the organization which results in comprehensive
management and customer satisfaction (Chan 2002). The motive of Asda is to
facilitate excellent services to customers for retaining market share. The
organizational structure is designed to respond to every demand of customers
through a flexible interface which facilitates easier communication and
improved ways to resolve issues of customers. The impact of culture on organizational
performance is also predominantly noted as stronger organizational cultures
guarantee higher levels of performance in an organization (Van Vuuren &
Wörgötter, 2013). The competition in the market for Asda is intense and hence customer
management is executed through the implementation of a culture dedicated to improvement
of proficiency of employees and the services for customers. Selection of an
appropriate culture is a mandatory process for every organization and it has to
be done meticulously according to the requirements and resources of the
organization. It has been found that the organizational culture of Asda is directed
towards improvement of efficiency and timely completion of tasks. Furthermore,
the flexibility in Asda’s organizational culture allows optimum facilities for adapting
to changing business environments.

Task 2

2.1

The need of leadership for an organization is predominantly
observed in activities which require coordination of employees under a single
manager. Organizations have to adopt competent leadership styles according to
the structure of the organization. In case of Asda, the leaders are inclined
towards improving the market share of the organization through fulfillment of
customer requisites. The key responsibility of leaders at Asda is to identify
the trivial aspects which can affect the organization (Gagné & Deci 2005).
The commitment of the organization to customers requires it to follow a
relation oriented leadership style in order to ensure commitment of employees
to the organization. The other notable characteristics of leadership style
followed at Asda include recognition for employees from different levels and
the fairness in the practices of the organization (Goldman & Bounds, 2015).
Leaders at Asda are particular about the care of employees and furthermore they
feel appreciated by working as a manager for Asda (Home.barclays, 2016). On the
other hand, BRITISH AIRWAYS has deviated from the conventional leadership
styles to adopt a supportive one. The traditional leadership style implemented
by BRITISH AIRWAYS was characterized by strict regulations, lack of recognition
for employees and concentrated authority (British Airways.uk, 2016). However
improvements have led to adoption of supportive leaders, who encourage
participation of employees in decision making procedures, training and
provision of opportunities for career development. Such type of leadership
style assists in promoting awareness among employees pertaining to the
objectives of the organization and help employees in leveraging their expertise
to improve the performance of the organization.

2.2

Organizational theory and management practices are prominent
aspects of every business. Generally, individuals tend to adopt theories to
succeed on the professional front. However many individuals have to give up
some their personal values in order to practice the theories and achieve
success in professional circle. For example the implementation of
organizational theory in financial sector indicates setting specific targets to
be achieved. Similarly an individual working in the domain of human resources would
have to formulate decisions which would determine the schedule of a working day
for other employees of the organization. The negative implications of adopting
organizational theories in business practice include lack of attention for
other domains of the business. Similarly management theories are also known for
disparities with actual practice and coordination with personal values of employees.
The instances when managers have to follow new regulations according to
management theory despite their hesitation to give up their personal values and
principles (Foster et al., 2015). Execution of organizational theories and
management practices requires close interactions between employee and employer.
This would ensure the contributions from both parties towards each other i.e. the
treatment of employees at work and the level of interest of employees for the
work of the organization (Greenberg & Baron 2003). Asda follows
administrative theory which facilitates a comprehensive outline of the
practices to be followed at the organization and directions for managers to
supervise the operations (Home.barclays, 2016). The superior levels of
management can find solutions for improvement of their job specifications and prepare
strategies for achieving objectives specifically for the organization.

2.3

The general approaches adopted for managerial
practices include the human relations approach, systems approach, social
systems approach and contingency approach. The human relations approach is
directed towards the employees, which helps in formulating innovative tactics
for motivating them and enhance participation of employees in organizational
activities. Systems approach is concerned with internal and external
environment and is associated with technical aspects of an organization. Social
systems approach is related to the understanding of individual as well as group
behavior. Contingency approach is concerned with implementation of activities which
can be executed as remedial measures for activities outside the organization. Asda
adopts a prolific approach of developing the expertise of employees through
participative interactions (Fernández et al., 2012). The approach is primarily
aligned with three profound tasks for the organization. First of all, the
organization has to define existent problems and present apt solutions for
them. Then the organization has to prompt employees to identify the consumer
base they are serving. Employees are motivated to engage in discussions and
collective activities. On the other hand, BRITISH AIRWAYS follows a highly
stringent management approach which is characterized by several distinct
aspects. The facets include assignment of clear objectives, planning and period
for execution. Evaluation of project progress alongside comparison of outcomes
with desired results and consistent reporting and modifications in processes
are also prime aspects of the managerial approach followed by BRITISH AIRWAYS (British
Airways.uk, 2016).

Task 3

This section of the report is concerned with the
impact of leadership styles on motivation and the implications of different
motivation theories.

3.1

The distinct leadership styles which impact
organizational performance in event of organizational change are illustrated in
context of two different situations in this section. First situation pertains
to the assignment of ambiguous responsibilities to employees of the
organization. In such situations, the organization needs to adopt transactional
leadership. This type of leadership includes assignment of leaders who can
direct employees and explain the responsibilities carefully to employees through
structuring of tasks. The ordered presentation of tasks helps employees to be
clear about the objectives and their course of action for completing the
objectives (Jones 2010).

The second situation is related to implementation of new strategies for the objective of organizational growth. These scenarios require a charismatic leader who can motivate employees according to achievement. Such leadership style allows clarification of the vision of the organization which helps in attaining organizational growth.

Asda Organisational structure

3.2

Motivational theories for improvement of employee
performance include the Maslow’s hierarchy of needs, Vroom’s expectancy theory
and Herzberg’s two-factor theory. Maslow’s hierarchy of needs is concerned with
satisfaction of the needs of an employee in a specific order. The hierarchy
specifies that the physiological needs of an employee are the foremost
requirements to be fulfilled (Eldridge & Crombie, 2013). Thereafter the
different needs of safety, recognition, self-esteem and self-actualization are
included in the hierarchy for motivation of employees. The lower level
employees are satisfied with physiological needs such as monetary incentives
while middle level employees are concerned with satisfaction of the needs of safety
and recognition. The higher level employees can be satisfied with
self-actualization.

Herzberg’s two-factor theory comprises of hygiene
and motivation factors. Hygiene is a formidable aspect of work environment
which decides the attitude of an employee towards the organization. The
motivation factors include personal development, recognition and accomplishment
of objectives. In case of Asda, there are no concerns for the hygiene factors.
However the motivation factors such as personal growth need to be considered by
the organization to improve performance of the organization. Personal growth
can be ensured through implementation of performance appraisals and assigning tough
objectives to employees.

Vroom’s expectancy theory states that employee
motivation is dependent on the employee’s perception of the assigned task and the
probable outcomes (Fernández et al., 2012). The nature of objectives as well as
the availability of resources has a considerable impact on the motivation of
the employee. If the employees feel that they won’t be able to complete the
task within the given timeframe and the resources assigned for the purpose,
then they would not attempt the tasks which means decline in organizational
productivity (Locke & Latham 2004).

3.3

Managers can interpret different motivation theories
in context of their industry and develop appropriate strategies to motivate
employees. Managers have to determine the nature of situations in which rewards
have to be provided for motivation. This helps in estimation of type of rewards
to be given to employees for motivation such as monetary or non-monetary
rewards. Furthermore, managers can evaluate the planning and distribution of
resources and design performance-oriented rewards. Integration of distinct
theories can be studied and applied in assignment of duties, evaluation of
processes and conduct performance appraisals. For example, managers can utilize
the factor of expectancy from the Vroom’s Expectancy theory to allocate
sufficient resources to employees (Foster et al., 2015). The Maslow’s hierarchy
of needs is also helpful in framing fair reward systems according to the hierarchical
level of employees. The implementation of motivation theories helps an
organization, managers and employees to resolve any biased practices in the
organization.

3.4

Employees are associated with an organization to
attain benefits such as monetary and tangible as well as intangible benefits.
The incentives provided to employees are dependent on certain factors such as
qualification, skill and age of the employees. Behavior of employees is a
crucial aspect for every organization as its impact is observed directly in the
performance of the organization. The factors which modify employee behavior are
job security, respect or recognition, monetary incentives and the workplace
environment. The behavior of an employee is primarily affected by the monetary
incentives paid to the employee. There is no other incentive which could come
as close as money in motivating employees to work better for the organization.
Job security is also a prominent factor which affects the attitude of employees
towards an organization. Job security assures employees that they would be
retained in their positions despite any inadvertent circumstances (Goldman
& Bounds, 2015). This accounts for higher degree of job security which
subsequently prompts employees to increase their efficiency as well as
performance. The employees of Asda have to deal with lot of technical issues in
their work. This requires them to possess adequate proportions of technical
expertise in the concerned fields. If the senior management of the organization
recognizes the efforts of employees in their respective domains then employees
can judge the value placed on them which prompts them to perform better and
gain respect. The conditions of the workplace also have a formidable impact on
the psyche of employees. Asda ensures hygienic work conditions for all
employees so that employees feel comfortable working and serving customers.

Task 4

This section of the report deals with identification
of traits in groups and the respective behavior patterns. Furthermore, the
section emphasizes factors which are responsible for developing teamwork and
the impact of technology on teamwork.

4.1

The dynamics of group behavior are characterized by
the interactions between different individuals. Groups are formed as a result
of interactions and hence they are classified into formal and informal types
depending on the nature of interaction and purpose of the group. Formal groups are
defined by the organization and are intended to achieve objectives specified
for the organization. Informal groups are formed in an organization due to the interactions
between employees and can be associated with friendly associations within the
group (Neergaard & Pedersen, 2015). Informal groups have considerable
impact on employee behavior in an organization. The stages of group activities
are crucial for deciding group behavior. The stages are formation, storming
sessions, establishment of norms, performance and adjourning.

4.2

Organization effectiveness is reflected in the
proficiency of employees working in a team. Effectiveness of teams is
determined through evaluation of factors such as internal and external
environmental factors. The promoters of teamwork in an organization include
establishment of clear objectives, shared leadership and transparency in
communication. Shared leadership indicates allotment of temporary authority to team
members in context of decision making (Goldman & Bounds, 2015). This
prospect allows convenient obligation to norms of the group and generate
desired outcomes. A clear objective enables employees to specify their course
of action in advance and transparent communication inhibits the scope for
internal conflicts within the team.

The factors which inhibit the effectiveness in teams
of an organization include ambiguous responsibilities, group cohesiveness and social
loafing. Social loafing is experienced in case of employees who refrain from
working towards the accomplishment of objectives. Unclear roles also prevent
the improvement of team productivity since team members are discouraged due to
inability to apprehend the objectives and complete them. Group cohesiveness is a
detrimental factor for teamwork since excessive cohesiveness in a group can
lead to team members leveraging organizational objectives to keep the group
intact.

4.3

Technology has facilitated more than man could have
ever imagined. The rewards of technology have provided convenience as well as
possible means to improve communication. In case of Asda, the impact of
technology is clearly observable since it has to cater a larger consumer base
spread across the whole United Kingdom. The implementation of virtual teams has
enabled Asda to continue activities despite the restraints of time and
distance. This technological facility has enabled favorable teamwork through
improvement of co-operation, trust, team structure, leadership etc. Therefore Asda
should understand the implications of teamwork and structure of teams with
respect to the implications of technology (Fernández et al., 2012). The impact
of technology varies from team to team and also depends on the services of an
organization. However studies have reported that the functions of a team
gradually improve in case of virtual teams which leads to participative
activities, association of members and information sharing. Hence technology
can be trusted as a promising addition to the organizational framework for
improving productivity. Use of technology in an organization can increase the
efficiency of employees and subsequently it will be reflected in the
performance of the organization. Asda must focus on using technology to mitigate
the distance between different geographical domains in which the organization
operates.

Conclusion:

Organizational Behavior holds the key to organizational
effectiveness and the massive amount of literature associated with the concepts
of organizational culture and structure is a profound example of the complexity
of the discipline. In the above report, the comparisons of organizational
structure and cultures of Asda and BRITISH AIRWAYS are presented alongside an
understanding of employee motivation and impact of several factors on
organizational productivity.                                  

References            

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