Star Of The Sea By Joseph O Connor Essay - 1478 Words

In the book Star of the Sea, written by author Joseph O’Connor, he states â€Å"They had far more in common than either realised. One was born Catholic, the other Protestant. One was born Irish, the other British. But neither was the greatest difference between them. One was born rich and the other poor.† O’Connor summarises the idea of social class that has been a recurring idea since the dawn of time. Social classes is basically the division of society that is based on social and economic status. The people who were at the top of the social classes were thought to be the prestigious and most worthy people and the further you go down the chain the more common people you began to see. Many people demonstrate the social class system in literature. Shakespeare, especially, offers a challenge to what everyone thought they knew of the social class system. In today’s society the social classes are separated by four different social classes. The first being, the upper class which is only about 1 to 3 percent of the United States’ population, but all together they hold more that 25 percent of the nation’s worth. This class itself divides into two separate groups, the lower-upper and the upper-upper class. The lower-upper class is those who have ‘new money’, people who have acquired their wealth through business venture and investments and so forth. The upper-upper class is those who have ‘old money’, this includes the families that have been rich more many generations. These areShow MoreRelatedEssay on Star of the Sea, what kind of man is Lord Kingscourt2093 Words   |  9 Pagesï » ¿Assignment 1 ‘Star of the Sea’ by Joseph o Connor is a text set during the Irish Potato Famine, in 1847. The Irish Potato famine of the 1840s was the greatest social catastrophe of 19th century Europe, yet inspired surprisingly little imaginative writing. (Eagleton, 2002) However this book has been described by the Sunday Times as having ‘compelling characters and a dizzying narrative’ (Heaney, 2007) This compelling story is set around a wealthy, turned bankrupt, land owner and his family whoRead MoreProject Mgmt296381 Words   |  1186 Pagesdimensions.† Oliver Wendell Holmes, Jr. To my family who have always encircled me with love and encouragement—my parents (Samuel and Charlotte), my wife (Mary), my sons and their wives (Kevin and Dawn, Robert and Sally) and their children (Ryan, Carly, Connor and Lauren). C.F.G. â€Å"We must not cease from exploration and the end of all exploring will be to arrive where we begin and to know the place for the first time.† T. S. Eliot To Ann whose love and support has brought out the best in me. And, toRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesState University Jane Crabtree, Benedictine University Suzanne Crampton, Grand Valley State University Douglas Crawford, Wilson College Michael Cruz, San Jose State University Robert Cyr, Northwestern University Evelyn Dadzie, Clark Atlanta University Joseph Daly, Appalachian State University Denise Daniels, Seattle Pacific University Marie Dasborough, Oklahoma State University Nancy Da Silva, San Jose State University Christine Day, Eastern Michigan University Emmeline de Pillis, University of Hawaii

Jefferson County School System Case Study Example

Essays on Jefferson County School System Case Study The paper "Jefferson County School System" is a great example of a case study on education. Initially, software development involved programmers' designings to facilitate a procedure/program or to solve a problem. This however changed when systems became so big and complex for an individual to develop and maintain them. Therefore, a team of specialists like programmers, architects, testers, analysts and users would work together to create and maintain a system. This new trend is what is referred to as the System Development Life Cycle (SDLC) and is what was adopted by the Jefferson County School. JCS abandoned its initial software in favor of SDLC to improve service delivery and also to reduce the cost of maintaining the system by cutting down on the number of system administrators/personnel.   Though SDLC was thought of as the Magnus opus of the institution, the system turned out to be the opposite. In fact, the only advantage it had over the traditional system was that it was a bit faster and could support and process more information. Aside from that, SDLC proved too complex for normal users. This is despite the fact that the workers had been given two-week training on the system prior to its use. It is worth noting that traditional systems were problem-oriented, that is, once a problem is discovered a program is created to solve the problem. However, this is not the case with SDLC. Traditional systems allowed users to be in control of the problem-solving process. SDLC, on the other hand, is designed to be in control as they reduce the role of users to keying in specific instructions while the main instructions are specified during the development of the system.For instance, JCS personnel complained that the new system controlled everything to the point that it even reje cted admitting students in classes with fewer students. Therefore, there were discrepancies in the number of students in each class, unlike in the previous system where everything was uniform. Due to its rigidity, the SDLC model poses a serious threat to a dynamic institution that constantly grows and changes. This is because remodeling, restructuring and recoding SDLC systems are hard and may take a long time, not putting into consideration the amount of money that would be used in the process. JCSS personnel was forced to adapt to this system due to the amount of money that the institution had put into the project.

Corporate Communication and Public Relation in Hospitality Industry

Question: Discuss about the Corporate Communication and Public Relation in Hospitality Industry. Answer: Introduction This report is focused on exploring the concept of communication ability and public relationship particularly in hospitality industry. Specifically, this study has been explaining the aspects of importance of effective corporate communication skills and public relationship in tour and travel industry. Articulation of information effectively and efficiently in tour and travel industry is a must, because it is the only way to facilitate tour and travel services to the foreigners and people from different backgrounds (Martin and Chaney, 2012). Moreover, public relationship is a vital aspect that enhances the quality of services and performance of tour and travel organisations though prominent communication skills. On the other hand, it is very important to consider two main elements that is required to offer effectual travel and tour services to the client that is first, valuable organisational culture and second, understanding of intercultural communication. Organisational culture solv es the standard and vision related aspect of the company and motivates employees to cater their duties and responsibility in the most efficient way (Martin and Chaney, 2012). Likewise intercommunication communication describes the nature, attitude and behavioural pattern of the clients which provides an experienced and professional service to the client. Thus, this report is mainly exposing the information and benefits of having a successful organisational culture as well as intercultural analysis. Background Communication is basic requirement of any business especially when it is related to the hospitality or service sector. It helps in planning, organising, motivating, directing and controlling of the business functions. It is the foundation of information which provides effective decision making ability associated with the business operations. It helps in building strong culture in the organisation which is necessary to benefit the stakeholders of the company special internal that is employees (Martin and Chaney, 2012). Communication also helps a company in measuring, finding faults and altering the choice of actions accordingly. Likewise interpublic relationship delivers best team work of employees and employer of the organisation. It also strengthens the internal environment and bond between staff and management that directly affects the productivity and performance of the organisation. Interpublic relation is profoundly responsible for the organisational culture that influences the employees and their working behaviour and delivery of services to the customers (Martin and Chaney, 2012). This report enables johns Outback Adventure tour to carry out efficient communication skill and public relationship training aspect to improve the services and performance of the organisation (Martin and Chaney, 2012). Furthermore, the company situated in Sydney, Australia mainly has a clientele of Chinese people as they have the highest numbers in visitors in Australia from past recent years. Company offers various activities as an adventure trip and tour services in Australia which also includes tour of the outback. Thus, the training and recommendations regarding the convalescent the performance and quality of the services offered by Johns Outback Adventure is emphasised on the two main elements of communication and public relationship which is intercultural and organisational culture (Martin and Chaney, 2012). The main reason behind the chosen two of the elements is that it covers all other aspects of communication and interpublic relationship management within itself. The necessity of effective organisational culture caters a company various advantages such as increase in productivity, augmentation in employees loyalty, minimising the conflicts between employees and employer, it also strengthens the relationship and value of staff and management for each other (Alvesson, 2012). Furthermore, it helps in inspiring and encouraging the employees to implement new ideas and creative ways to finish a task that provides better performance in return plus it assists the management to delegate the work easily by setting goal and objectives clearly to the employees. Foremost, it accumulates equality and fair workplace environment between staff members (Alvesson, 2012). Therefore, lastly, accelerates effective communication articulation in work environment of the organisation. Along with this, today every business is providing their services worldwide especially tour and travel industry where foreign services are very essential for its growth and development. Every globalised service has a main element related to cultural exchange which cannot be ignored (Martin and Chaney, 2012). Communicating with other people with distinct background is difficult and could be failed if proper knowledge and information of their culture has not been taken. Thus, cultural differences can be minimised with the proper training and focused cultural program to deal with the different customers with dissimilar backgrounds (Martin and Chaney, 2012). In this case, company deals with majority of Chinese clients who are from different background and has various other attitude and etiquettes on corporate communication and business management. Thus, there expectation from the company as a tour service provider is also different and unlike Australian culture (Alvesson, 2012). Intercultural communication analysis pertaining to Chinese people Every business has some pivotal and special clients which Chinese people are mostly travel in the groups and with family and their perception for distinct experiences and adventurous outbacks are very different from other country citizens (Martin and Chaney, 2012). Thus, their behaviour, attitude and values are very different and should be acknowledged before offering them services. In this case, Chinese people are the key clients of the tour company. For this reason, Chinese culture and background knowledge is very essential for the employees who directly deal with them (Huang, 2011). Australian landscapes are plan and natural that provides great experience of road travels and famous as driving destination and offers various adventurous facilities like scuba diving, sky diving, jet boating, surfing, bungee jumping, camping, Wing suit flying, cave diving and hiking in the pleasant, diverse and natural beautiful places (Australia, 2017). This flexibility entices Chinese travellers to travel the country more often. People in adventurous travels are the independent Chinese travellers who enjoys adventurous and unlike experiences in Australia. Chinese people use heavy technological gazettes when they travel alone or in groups while travelling along with this they communicate with their group and community on a daily basis while travelling (Commisceo Global, 2017). Chinese people like to travel blogs with detailed information and try to make comprehensive understanding of travel sites and adventures. Thus, it can be depicted that they are prone to use online all the time and gives their massive time and money in internet interactions. Hence, providing high speed internet through Wi-Fi or local network is one of the most important aspects which have to be met when dealing with Chinese people (Hotel.com, 2015). Basically Chinese travellers that enjoy adventurous trips are from middle age group and young middle class which travel independently. They travel with their close relatives and family togeth er or their self organised group of same community. Through researches this has been explored that they travel for mid-longer period of time as around 20 days n so. Chinese people prefer rented campervans, motor homes from travel agents to roam around the Australian travel destinations as an adventure trip. Moreover, they prefer to be insured while travelling (Hotel.com, 2015). In addition to this, Chinese prefer quality and luxurious facilities such as caravan parks and other high standard facilities in their trip. Apart from this, Chinese people believes in lucky and unlucky numbers plus colours also symbolise that can bring bad luck and good luck. They are specific about certain animals and flowers characteristics that decide their choices and preferences. As an example they prefer same colour combination of containers with flower in the hotel room. The flower should be bloomed and attached with a budding flower (Hotel.com, 2015). The most preferred and understandable language by Chinese is Mandarin language that covers majority of Chinese tourists. Number 8 is considered as a prosperity number, whereas 4 number is denoted as bad luck. Similarly, red, yellow and orange colour is the indication and celebration and joy. On the other hand, white is used as a mourning or death symbol. Affluent Chinese travellers fascinates for grate and luxurious services (Hotel.com, 2015). They use humble and gentle worlds and prefer to be active and attentive services with good etiquettes and behaviour. They ha ve addiction of hot tea as a daily routine and want cattle in there room services as mandatory facility. Apart from this, slippers in every room with breakfast menu and entertainment or recreational TV stations videos in Chinese language plus any newspaper or magazine in Chinese language is also necessary as good hospitality to them (Hotel.com, 2015). They never travel with their toothbrush and toothpaste and demand from hotel as basic facility. They always give full attention o cleanliness and hygiene anywhere they travel. Golden week also known as October first week is best time, Chinese tourists travel around the world (Hotel.com, 2015). Chinese travellers buy expensive and branded stuffs wherever they go (Commisceo Global, 2017). They have special attachment with souvenirs to gift their close friends and family. Besides this, communication differences in the culture of Chinese and Australia is also wide. Chinese people are very punctual and give importance to time management. Appointments are necessary for the Chinese traveller and they book in advance for any trip and pay full attention to their itinerary. They have patience in their behaviour and keep great consideration to reviews and slow at negotiation pace (Commisceo Global, 2017). They tend to choose the best service according to their requirement and ratings and rank. They never ask direct question as they use intermediaries and gentle language. They are bit conservative in terms of cloths and information sharing (Commisceo Global, 2017). Ch inese travellers give high inclination to business cards. Developing an effective Organizational "Culture" Organisational culture is a vital aspect of hospitality industry because of direct interaction of staff members with the customer. To ensure the best quality of service it is mandatory for the service provider to emphasis on the valuable and efficient organisational culture which is rich in effective communication system and flexible interpublic relationship with the employees. It is a committed effort by the staff and management to provide best and quality service to the customers. The organisational culture of a company focuses on the delivery of quality service to the customers by reducing problems, hassles and deficiencies. The long term survival of the company is ensured on the organisational culture of the company. Organisational culture facilitates in attaining the long term goals and objectives of the company. It stimulates policies and standards of the company entailing the vision and mission to cater quality service to the customers (Hanania, 2012). Organisation culture hel ps in creating positive environment for the stakeholders and makes the company more reliable and credible towards its internal stakeholders. It makes the appealing environment for the customers as well as vendors and suppliers to deal and negotiate business. In this context, travel and tour agencies or organisations also needs effective and affective organisational culture to endow their quality services (Hanania, 2012). The organisational culture in the travelling agency is associated with the behaviour of management towards employees and employees with their customers. It is not a one day process but it initiates with the practices and standards set by the management. The customers should be treated as priority basis and their problems or enquiries should be considered as a prime obligation (Hanania, 2012). The culture difference and treatment of the customers should also be predefined by the members. The roles and responsibility of the employees should also be already explained to their respective staff member so that the confusion and problem of communication cannot be arising. In addition to this, the communication system of the organisation should be clear and sound which will also help the ultimate customer in acknowledging the in formation (Hanania, 2012). The operators and business dealers should know about the business etiquettes and attitude of different backgrounds of customers. As tour and travel organisations are meant to deal with local as well as international customers, the code of conducts and business communication system should be predefined by the staff members. Not only the front desk services should be provided as quality performance but also internally management should share same values and morality (Alvesson, 2012). The flexibility in the communication between the management and employees should be considered as key to solve queries and improving the customers services. Along with this, the employees benefits are considered coordinal so that internal satisfaction enhance the productivity and performance of staff members. Additionally, the motivational approaches and strategies should be implemented in order to inspire and boost the employees loyalty towards the company. Motivational techniques should also be use as a change in the policies and standards in case of improving the internal environment of the company. Furthermore, leadership skills are also use to influence the direction and vision of employees in achieving the aim of the company (Alvesson, 2012). It has also been observed that successful organisational culture helps the ma nagement in negotiating skills with the customers as well as its employees. It creates a favourable environment for the organisation that incorporates cultural difference and marketing of the organisation in prominent way. Organisational culture assists the company in collaboration and corporation with the employees and customers. As well as it aids the team enthusiasm in the workforce to achieve the same goal and objective (Schein, 2016). It also encourages time orientation in the management and influences the way of thinking optimistically. Conclusion In the above discussion, it can be concluded that an organisation with a hospitality background, communication and interpublic relationship aspects are very important. Communication is the most influential tool that can fail and provide success to the organisations. Services are improved with the certain changes in the communication system and public relationship to develop and growth of the company. Along with this, this report provides wide comprehension of the two aspects of travel and tour organisation to change the business operation. The improvement in the organisation can be made with the help of acknowledging the concept of intercultural communication where the agency deals with majority of the Chinese tourist. It includes their behaviour, beliefs and attitude that should be considered as a standard to deal with them. Additionally, effective organisational culture is a predominant element that provides motivation to the employees. The organisational culture is responsible for the quality of the services and productivity with increased performance of the staff that directly influences the customers service. Similarly, it helps in betterment of the relationship of employees and employees and ensures employees loyalty to the company. Thus, with this study it can be illustrated that role of communication bestows the enhancement in the quality of the services given by the tour and travel organisation. Nonetheless, this acknowledgement of information regarding intercultural communication aspects for Chinese people and building strong organisation cultural facilitates growth and success to the company. The company will be able to handle its operation more efficiently and effectively. Recommendation The above mentioned information is being used to develop a system that will help the company in maintaining its relationship with employee as well as customers of the company (Martin and Chaney, 2012). Tourist of Chinese background and culture are particularly kept in mind to ensure best quality services to them. For facilitating a secure and safe environment to the employees that will increase its productivity and performance is also described in this report. For the purpose of effectual and betterment of the systematic incorporation of communication and public relationship some of the recommendation are given below: The Chinese culture is a different type of other culture hence staff should be hired on the basis of familiarity with their Chinese culture. Along with this, the focus and mission of the organisation should be set clear with the employees so that their services will be directed in the same direction (Martin and Chaney, 2012). Moreover, need of the customer should be given as priority to increase responsive behaviour in the staff. Furthermore teamwork with the help of training and programmes are being enhanced. The knowledge about respective cultures and background of the customers should be cognized by the staff members. An environment which listens to their employees suggestion should be made to bring creativity and ideas in the strategy incorporation (Schein, 2016). Besides that, attending guest by the experts and experienced staff will high rank the agency (Schein, 2016). The response of the staff to the customer should be based on mirror technique that embroils dealing situation according to the behaviour of the customers. The services of the company should also be enhances with the integration of effective and advanced information technology to understand and offer services fast and reliable. This also enhances the clarity and credibility of the operation and helps in enhancing the communication more accurately (Schein, 2016). The motivational and leadership strategy should also implied by the organisation to boost the morale of the employees. At the same time, employees and employer relation should be maintained appropriately. References Alvesson, M. 2012. Understanding Organizational Culture. 2nd ed. Sage. Australia. 2017. Explore Australia. [Online] Available At: https://www.australia.com/en-in [Accessed on: 04 May 2017]. Commisceo Global. 2017. China Guide. [Online] Available At: https://www.commisceo-global.com/country-guides/china-guide [Accessed on: 04 May 2017]. Hanania, R. 2012. PoweR PR: Ethnic Activists Guide to Strategic Communications. Lulu.com. Hotel.com. 2015. Chinese International Travel Monitor 2015- Overview. [Online] Available At: https://www.citm2015.com/overview/ [Accessed on: 04 May 2017]. Huang, Y. 2011. Chinese Tour Guides Strategies in Intercultural CommunicationImplications for Language Teaching and Tourism Education. Journal of Language Teaching and Research 2(1), pp. 146-150. Martin, J. S., and Chaney, L. H. 2012. Global Business Etiquette: A Guide to International Communication and Customs. 2nd ed. ABC-CLIO. Mohanty, A. 2015. Effective Team Building, Organisational Culture and Organisational Climate in Service Sector. International journal of English language, literature and humanities 3(7), pp. 499-516. Schein, E. H. 2016. Organizational Culture and Leadership. John Wiley Sons.

Tesco Supermarket Management

Executive Summary This paper evaluates how elements such globalization, organizational culture and structure, leadership, change management, decision making processes, communication strategies and motivational methods affects Tesco plc in organizational and people management. These are important elements in ensuring the success of any organization.Advertising We will write a custom report sample on Tesco Supermarket Management specifically for you for only $16.05 $11/page Learn More The discussion has revealed how globalization caused the corporation to expand its tendrils to other emerging markets. Tesco has been involved in acquisitions and takeover bids to maintain its competitive advantage. In organizational culture, it has been revealed that Tesco has a strong commitment to its customers to deliver quality products and high quality standards of services. The paper has also discussed how the corporation switched from a functional to a divisional orga nizational structure to enable it effectively manage its global operations and the massive number of employees. The ever changing global economic environment forced the corporation to adopt an organizational structure that could foster cost-effectiveness, organizational efficiency and employee commitment. The corporation’s leadership style is about influencing individuals to achieve more for the company rather than sorely relying on the leader to make achievements for the company. These and many other issues are discussed in the paper. Introduction Ever since Tesco plc was founded by Jack Cohen in 1919, it has been able to sustain its growth to become a globally recognized grocery and general merchandising retail chain. During its formative years, Tesco specialized in serving the UK market mainly in food and drink. Over the years, the corporation has increasingly diversified its product lines to include clothing, food products, consumer electronics, telecommunications, music download services, financial, flower delivery, legal, online diets, software, and car insurance services (Datamonitor, 2004 p.12). It is the purpose of this paper to critically evaluate how globalization, organizational culture and structure, leadership, change management, decision making processes, communication strategies and motivational methods influence the retail chain in people management.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Globalization and its Effects Globalization is the name given to the various processes that aims at enhancing the connectivity and interdependence of the global markets and businesses (InvestorWords.com, 2009 para. 1). The forces of globalization have enabled Tesco to transform its operations from a local business entity into a global business organization. The effects of globalization have seen Tesco diversify in both geographical locations and prod uct range (Hutchings, 2005, p. 349). The corporation’s geographical expansion started in 1995, when the corporation commissioned a retail store in Hungary. To maintain its competitive advantage in international markets, the retail chain opened other outlets in Ireland, the Czech Republic, Kingdom of Thailand, Taiwan and the Republic of South Korea in the 1990’s (Datamonitor, 2004 p. 5). Due to globalization, the corporation had to expand its tendrils to reach other emerging markets inline with the global trends. This entailed using a lot of investments to expand internationally since little potential for further expansion existed in the already saturated British market. Tesco has been involved in acquisitions and takeover bids to maintain its competitive advantage. In essence, the corporation enters emerging markets by acquiring performing retail chains. In 1994, Tesco acquired both Global TH and WM Low and Co. In 2004, the corporation concluded its acquisition of the 40-plus Adminstore group (Tesco Merger, 2004, para. 2). This acquisition enhanced the dominance of the corporation in the UK retail market. The corporation has been affected by issues dealing with government policy especially in its international destinations. Issues dealing with tax regimes, labour laws and work policies have always challenged Tesco’s quest to conquer international markets. However, Tesco have relied on stringent management practices to boost its performance internationally. The 2004 financial statistics on Tesco revealed that it was a market leader in six of the twelve countries it had invested in (Datamonitor, 2004, p. 15).Advertising We will write a custom report sample on Tesco Supermarket Management specifically for you for only $16.05 $11/page Learn More Organizational Culture and Structure Price (2007 p. 101) argued that a well formulated organizational culture coupled with effective organizational structure should be vie wed as reference points for people management. Tesco plc has contracted over 440,000 employees in over 3,700 retail stores around the world (English, 2009 p.1). In this perspective, Tesco must have a resilient organizational culture and a flexible structure to effectively demonstrate their core business interests in countries exhibiting a multiplicity of diverse cultural orientations, business etiquettes, leadership styles and techniques of conducting business. Organizational culture details how work is perfumed in the business entity, and lays the groundwork for acceptable and non-acceptable behaviours and actions (Cranwell-Ward et al, 2002 p. 365). At Tesco, the management has realized that workers are more likely to achieve happiness if the core values and beliefs of the corporation are aligned with their own. According to Tesco’s CEO Sir Terry Leahy, the corporation’s future success will be dependent on its own values. Presently, the corporation’s organizati onal culture has enabled it to achieve success in areas where other supermarkets have failed. Tesco shares a strong commitment to its customers to deliver quality products and high quality standards of service (Williamson, 2000, para. 10). Its vision of excellence has enabled the organization to achieve success in many areas. The corporation’s staff members exhibit positive attitudes towards the customers in addition to showing high standards of professionalism, respect, self-regulation, pride, continued improvement, openness, team spirit and partnership. Tesco employs a flexible style of working to permit for additional trading hours. However, staff members are always left with the leeway of deciding the times they would like to work. These fundamental values are critical to the success of Tesco. The illustration below shows how organizational goals, leadership abilities and organizational culture are aligned to achieve success. Figure 1: alignment framework of goals, leader ship attributes and organizational cultureAdvertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Organizational structure is used to describe how individuals and tasks are arranged within a business entity in order to help the organization in meeting its fundamental objectives (Hofstede Hofstede, 2005 p. 252). According to Industry experts, Tesco supermarket practise a strategic business unit (SBU) model of organizational structure in order to enhance the level of competitiveness within individual market areas and across geographic regions (Hutchings, 2005 p. 354). The retail chain utilizes a four-part growth strategy, namely the core UK business, international services, non-food services and retailing services (Tesco, 2009). These growth strategies can be perceived as people management systems (Price, 2007 p. 64). During its formative years, Tesco utilized the functional organizational structure (Wentling, 2004 p. 172). Its stores in the UK were divided into comparatively simple components since it had not undertaken comprehensive diversification of both products and geograp hical locations (Hutchings, 2005 p. 351). In terms of people management, this structure is advantageous since employees can clearly understand the corporation’s operations, command structures, and tasks and responsibilities. The corporation switched to a divisional organizational structure to enable it effectively manage its global operations and the massive number of employees. Under the divisional organizational structure, various departments and stores are divided into self-contained components, able to respond to environmental stimuli on their own (Prince, 2007, p. 188). The ever changing global economic environment forced the corporation to adopt an organizational structure that could foster cost-effectiveness, organizational efficiency and employee commitment (Prince, 2007, p. 184). The divisional organizational structure has greatly assisted the corporation in managing the human resources under its disposal in addition to managing its market entry and product offerings to fit individual market segments in diverse countries (Hutchings, 2005 p. 353). In terms of people management, the divisional structure has enabled Tesco’s employees to achieve team spirit, and has enabled the customers to easily identify with the organization’s products and services based on the geographical area of operation (Prince, 2007 p. 188). Also, this arrangement gives managers the opportunity to develop broad skills needed to drive the organization’s agenda forward. Indeed, the retail chain has successfully used the divisional structure to coordinate and reconcile its operations, decisions, and strategies, both at the corporate level and the business unit level (Prince, 2007 p. 188). Through divisional structure, Tesco has successfully ventured into international markets by making adaptations to the local culture rather than attempting to impose their products and services to the local populations. Leadership Tesco has employed a combination of good leadership, effective management, and a lean business model in its quest to rise above its competitors especially in the UK market (Bono Heller, 2006 para 1). Tesco’s leadership ethos is reflected in the corporation’s organizational culture. In a 2007 interview, Tesco’s CEO Sir Terry Leahy argued that leadership should be about influencing individuals to achieve more for the company rather than sorely relying on the leader to make achievements for the company (Benjamin, 2007 para. 9). According to the CEO, leadership should be about motivating and influencing employees, and challenging them to achieve more for their own objectives as well as for the objectives held by the organization. By any standards, the above leadership style can be termed as transformational. In leadership theories, transformational leaders inspire their followers to rise above their own self interest for the purpose of accomplishing the objectives set by the organization (Tejeda et al, 20 01, p. 41). As of February 2009, Tesco had over 400,000 employees working in over 3,500 stores globally. To manage such a huge number of employees, leaders must have the capacity to instil a profound and long-lasting effect on the subordinates. Leaders must also have the capacity to deal with old challenges in new ways. To deal with such a huge multitude of employees, leaders must be charismatic, and must be able to provide vision and instil a sense of pride on the subordinates. Consecutive studies have revealed that transformational leadership is correlated to organizational success (Tejeda et al, 2001, p. 43). The leadership style used in Tesco can be used to demonstrate why the corporation have continued to grow even in the face of economic challenges. Leaders such as the CEO and other departmental leaders using situational leadership have been able to communicate high expectations to the employees, not mentioning the fact that they have been at the forefront in offering individu alized attention and promoting rational thinking among employees. These are some of the basic tenets of transformational leadership. Change Management Organizations must increasingly adapt to the forces of change if they are to survive the harsh business environment of the 21st Century. Innovation and creativity are two components that have enabled Tesco to negotiate the changes occasioned by both internal and external environment. Many supermarkets have made mistakes by not recognizing their trading environments. However, Tesco has developed innovative strategies that enable the corporation to account for its customer’s buying habits that change with seasons. Some branches are known to hold a sequence of Customer Question Times, where customers are invited to ask questions (Williamson, 2000 para. 6). Such innovative undertakings enable the retail chain to learn about new environments, trading and business practices, customer buying practices, and the perceptions and values h eld by the customers regarding the corporation. Such an arrangement enables Tesco to be proactive in dealing with the factors that leads to change. Decision Making Processes Different types of decision making processes are needed for diverse situations. At Tesco, the customer is placed at the heart of any decision-making process. According to Drive (2004 p. 7), all decisions made by Tesco’s management are supposed to be rational, accountable and transparent. Although major decisions are expected to come from the top managements, store managers always involve the workers in decision making. Brief meetings are convened to offer the workers an opportunity to give their inputs and share their challenges and problems with the management. The collaborative decision making not only ensures that the corporation remains ahead in its quest to conquer the retail markets but it also offers the much needed motivation to the employees. However, the decision on whether to implement the sugg estions made by the employees rests sorely on the managers (Cranwell-Ward et al, 2002, p. 146). Communication, Negotiation, Conflict Resolution, and Motivational Methods Tesco Plc has always recognized that open communication channels and open door policy are fundamental to its success. The management has also recognized that well-motivated employees are vital for the sustained success of the organization (Cranwell-Ward et al, 2002, p. 146). Tesco started a review of work methods in the 1990’s to with the challenges of an increasing variety of products and services. The review, also known as FUTURE program aimed at opening the channels of communication for effective management of workers. In addition, the program was aimed at freeing the employees so that they could achieve more for the organization. At Tesco, every worker has been given the opportunity to identify and voice the challenges faced, including suggesting solutions in an open and structured manner. This serves to motivate employees to achieve more for the company while working in an environment where the freedom of communication is guaranteed and respected. Through the FUTURE program, workers are offered the opportunity to negotiate for the tasks and duties done on behalf of the organization and how such duties could be streamlined, improved or stopped if they have no value addition. Again, this kind of freedom and responsibility serves to heighten motivation levels on the part of employees. According to Cranwell-Ward et al (2002), â€Å"the consultation and involvement process, combined with additional communication results in a release of energy and enthusiasm in staff as they become aware that their views are appreciated and ideas actioned† (p. 146). The management also uses feedback and regular communication to enhance elevated states of motivation and productivity. At Tesco, routine and tools that enhance more face-to-face communication on individualized basis enhances motivation on the part of employees even in times of intense organizational change. Team meetings are also used by the management to brief and consult employees on a variety of issues relevant to them. These open communication channels ensures that conflicts are solved through amicable ways and employee-management relations remains cordial. Consequently, employees are able to attain high motivational levels to propel the corporation into new heights in terms of performance. SWOT Analysis In strengths, Tesco is the leading British retailer based on the local market share and global sales. In addition, the corporation ranks among the three largest worldwide retailers based on both revenue and profits (Tesco, 2009). The corporation’s multi-format capacity will ensure its continued growth in both food and non-food market shares. Tesco’s diversification into non-food items such as insurance, internet and banking services have only served to increase the corporation’s financial clout. Tesco.com is the leading online supermarket globally. What’s more, the corporation have been able to build a formidable brand image that is associated with quality customer shopping experience, trustworthy goods and products, and excellent value for money. In weaknesses, Tesco has often been accused of overly relying on the UK market. The corporation has a lot of opportunities especially in the non-food retail sector. According to industry experts, the corporation can continue to use its low cost structure coupled with improved merchandizing expertise to make significant inroads into the non-food market share, especially in electronics, internet and entertainment. Tesco’s threats arise from the external operating environment, stiff competition from peer supermarkets, economic crises and mergers of supermarkets especially in the UK. Conclusion According to the discussion above, it is evident that Tesco will achieve monumental growth in the coming years since it has successfully fended of the 2008 economic crises despite undertaking aggressive expansion programmes (English, 2009 p.1). While the corporation’s financial clout and customer base looks stable for now, immense opportunities for growth exists in the future due to the way its organizational culture, structure, decision making processes and leadership has helped the supermarket to manage people – both employees and customers. Tesco’s management of the above elements have inarguably enabled it to foster cost-effectiveness, organizational efficiency and employee commitment. Consequently, Tesco is headed for better times in the future due its effective strategies in both organizational and people management. List of References Benjamin, T. (2007, March 19) Transcript: Terry Leahy, CEO of Tesco. CNN.com. Retrieved from http://edition.cnn.com/2006/BUSINESS/09/13/boardroom.leahy/index.html [31 October 2009] Bono, E., Heller, R. (2006) Tesco Management. Retrieved from http://www.thinkingmanagers.com/companies/tesco.php [31 October 2009] Cranwell-Ward, J., Bacon, A., Mackie, R. (2002) Inspiring Leadership: Staying Afloat in  Turbulent Times. Cengage Learning EMEA Datamonitor. (2004) Tesco Plc. Retrieved from http://people.exeter.ac.uk/wl203/BEAM011/Materials/Lecture%204/TESCO%20Company%20Profile.pdf [28 October 2009] English, S. (2009, October 6) Tesco Keeps its Crown as Results Beat City Forecasts. The  Ã‚  Evening Standard. Retrieved from http://www.allbusiness.com/economy-economic-indicators/economic-conditions-recession/13160802-1.html [28 October 2009] Hofstede, G., Hofstede, G.J. (2005) Cultures and Organizations: Software of the Mind, 2nd Ed. London: McGraw-Hill. Hutchings, I. (2005) Tesco in the Czech Republic. In M. Terterov J. Reuvid (Eds) Doing  Business with the Czech Republic. GMB Publishing Ltd. ISBN: 9781905050550 InvestorWords.com. (2009) Globalization. Retrieved from http://www.investorwords.com/2182/globalization.html [ 31 October 2009] Price, A. (2007) Human Resource Management in a Business Context, 3rd Ed. Cengage Learning Business Press. ISBN: 9781844805488 Tejeda, M. J., Scandura, T. A., Pillai, R. (2001) Transformational leadership. The  Leadership Quarterly, 12, 31-52. Tesco plc (2009) Welcome to Tesco Plc. Retrieved from http://www.tescocorporate.com/ [28 October 2009 Tesco Merger approval Criticized. (2004) Retrieved from http://www.foodanddrinkeurope.com/Retail/Tesco-merger-approval-criticised [31 October 2009] Wentling, R.M. (2004) Factors that assist and Barriers that Hinder the Success of Diversity Initiatives in Multinational Corporations. Human Resource Development International, Vol. 7, No. 2, pp. 165-180 Williamson, V.A. (2000) Business in times of Change. The Irish Times. Retrieved from http://www.business2000.ie/pdf/pdf_3/tesco_3rd_ed.pdf [31 October, 2009] This report on Tesco Supermarket Management was written and submitted by user GorillaMan to help you with your own studies. 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