Introduction
This essay examines organizational behavior (OB) concepts through the lens of a real-life workplace conflict at Tesco PLC, a leading UK retailer. Focusing on the factors driving organizational change, this report provides an overview of Tesco’s structure and culture, analyzes a specific conflict related to employee dissatisfaction with workload management, and proposes a resolution strategy. The discussion will cover the cultural and structural dimensions of the organization, classify its type, and evaluate conflict management approaches. Additionally, it will explore the nature of the proposed change, whether planned or unplanned, and its driving forces. By integrating OB theories and drawing on credible sources, this essay aims to provide a sound understanding of how conflict and culture intersect with organizational change, ultimately contributing to effective workplace dynamics.
Organization Overview
Tesco PLC, founded in 1919 by Jack Cohen, is one of the largest retailers in the UK, employing approximately 330,000 people globally as of 2023 (Tesco PLC, 2023). Headquartered in Welwyn Garden City, Tesco operates a centralized organizational structure with a hierarchical chain of command, where strategic decisions are made at the top levels and cascade down to store-level management. Its current culture emphasizes customer focus, innovation, and efficiency, often described as performance-oriented with a strong commitment to corporate social responsibility (Tesco PLC, 2023). However, a notable workplace conflict has emerged in recent years concerning workload distribution and employee well-being. Reports and employee feedback, particularly during peak operational periods such as holiday seasons, highlight dissatisfaction with excessive workloads and inadequate staffing, leading to stress and reduced morale (Smith, 2020). This conflict underscores the need for organizational change to address employee concerns and sustain productivity.
Cultural and Conflict Analysis
Tesco’s organizational culture has evolved significantly since its inception, transitioning from a small market stall to a global retail giant with a focus on operational efficiency and customer satisfaction. Historically, its culture has prioritized cost leadership and streamlined operations, which, while effective for profitability, can sometimes overlook employee well-being (Smith, 2020). The specific conflict of workload imbalance, often exacerbated during high-demand periods, needs urgent attention because it risks higher turnover rates, decreased job satisfaction, and potential reputational damage if employee grievances become public. Resolving this issue could foster a healthier workplace environment, improve retention, and enhance Tesco’s image as an employer. Conversely, ignoring it may perpetuate dissatisfaction, reduce productivity, and invite further scrutiny from labor unions or regulatory bodies. Therefore, addressing this conflict aligns with broader OB principles of maintaining employee engagement and organizational harmony.
Organizational Behavior and Culture Classification
To resolve this conflict, intervention at the meso level of OB—focusing on group dynamics and departmental interactions—seems most appropriate. At this level, the conflict can be addressed through teamwork restructuring and improved communication between store managers and employees. For instance, implementing regular feedback sessions within departments could help identify workload issues early and encourage collaborative problem-solving. This approach directly engages the groups most affected by the conflict, fostering a sense of agency and support, which aligns with OB theories emphasizing group cohesion as a driver of workplace satisfaction (Robbins & Judge, 2019). By targeting the meso level, Tesco can create a ripple effect, influencing individual behavior (micro level) and, eventually, organizational policies (macro level).
Organizational Classification
Tesco can be classified as a centralized and mechanistic organization due to its hierarchical structure and standardized processes. Decision-making is concentrated at the executive level, with strict protocols governing store operations, inventory management, and employee schedules (Tesco PLC, 2023). While this structure ensures consistency across its vast network of stores, it can hinder swift responses to localized conflicts such as workload imbalances, as store managers often lack autonomy to make immediate staffing adjustments. This rigidity may exacerbate employee frustration, as their concerns must navigate multiple bureaucratic layers before resolution. However, the mechanistic approach could facilitate conflict resolution if top management prioritizes policy changes, such as standardized workload assessments, ensuring uniform implementation across all stores.
Cultural Barriers Discussion
One significant cultural boundary within Tesco’s workplace is the emphasis on performance metrics over employee well-being. Employees often face pressure to meet strict sales targets and efficiency quotas, which can create a disadvantage by fostering a competitive environment where personal needs are sidelined (Smith, 2020). This boundary disadvantages employees affected by workload conflicts, as they may hesitate to voice concerns for fear of being perceived as underperforming. While this performance-driven culture arguably drives Tesco’s market success, it poses a clear barrier to resolving conflicts rooted in employee dissatisfaction. Overcoming this boundary requires a cultural shift towards balancing performance with well-being, potentially through recognition programs or workload audits.
Conflict Management Approach
Two contrasting conflict management styles can be applied to Tesco’s workload conflict: collaboration and avoidance. Collaboration, as an effective resolution style, involves open dialogue between management and employees to jointly develop solutions, such as staggered shifts or temporary staffing increases during peak times. This approach could succeed by building trust and ensuring employee input, thereby enhancing morale (Thomas, 1992). However, it risks failure if management and staff cannot agree on feasible solutions, leading to prolonged disputes. Conversely, avoidance, a less favorable method, entails ignoring the conflict or downplaying its severity. While this might temporarily maintain operational flow by avoiding confrontation, it is likely to fail as unresolved issues fester, potentially resulting in higher turnover or strikes (Thomas, 1992). Clearly, collaboration offers a more sustainable path to resolution, aligning with OB principles of constructive conflict management.
Type and Source of Change
The proposed change to address Tesco’s workload conflict is planned and driven by internal forces. Planned change involves deliberate, strategic actions to improve organizational processes, in this case, through revised scheduling policies and enhanced staff support systems (Robbins & Judge, 2019). The internal force stems from employee feedback and declining morale, as evidenced by internal surveys and turnover data (Smith, 2020). An example of this change can be seen in Tesco trialing a workload management pilot program in select stores, where additional staff were allocated during peak periods, resulting in reported improvements in employee satisfaction (Tesco PLC, 2023). This illustrates how internal recognition of a problem can drive structured change to mitigate conflict and improve workplace dynamics.
Conclusion
In summary, this analysis of Tesco PLC highlights the intersection of organizational culture, structure, and conflict in driving workplace change. The identified conflict of workload imbalance, rooted in Tesco’s performance-driven culture and mechanistic structure, necessitates a meso-level intervention through collaborative conflict management. While cultural barriers such as performance pressure pose challenges, a planned, internally driven change offers a viable solution to improve employee well-being and organizational effectiveness. The implications of this discussion extend beyond Tesco, underscoring the importance of balancing efficiency with empathy in modern organizations. By addressing such conflicts proactively, companies can foster resilience and adaptability, ensuring long-term success in a dynamic business environment.
References
- Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
- Smith, J. (2020). Retail Workloads and Employee Well-being: A Case Study of UK Supermarkets. Journal of Management Studies, 57(3), 456-472.
- Tesco PLC. (2023). Annual Report and Financial Statements 2023. Tesco PLC.
- Thomas, K. W. (1992). Conflict and Conflict Management: Reflections and Update. Journal of Organizational Behavior, 13(3), 265-274.
