Management at Tesco Brent Cross Company - Essay Example

MANAGEMENT AT TESCO BRENT CROSS COMPANY + Submitted Management at Tesco Brent Cross Company Summary As anoutcome of the progressive globalization of markets as well as liberalization of local business economies, businesses are increasingly developing competitive strategies. Management development has turned out to be critical to the victory of these strategies. As a result, there has been a rising interest in human resource development and management development in Tesco Brent Cross Company. The hope is that these strategies of development can upgrade and improve the performance of the human resource in Tesco Brent Cross Company to attain the expected level of effectiveness as well as competitiveness in the business economy. Management development as a practice is normally presented as a enviable to both businesses and individuals (Armstrong, 2011). However, the inherent assumptions which support it are rarely attributed significant attention. Managers are considered as essential resources that possess the key for getting into the potential of each and every factor of production (Tsoukas & Shepherd, 2009). This opinion has been echoed in various national as well as international reports (Armstrong, 2011). Various reports have distinguished themselves as being critical of insufficient in the management development process within various businesses. This report has therefore underscored a great deal of leadership scenarios in Tesco Brent Cross Company. It has achieved this by vastly and elaborately underpinning the management development strategies in businesses and narrowing down to the Tesco Brent Cross Company (Tsoukas & Shepherd, 2009). To enable the company to realize sustainable development in production and entire business endeavors, the report has outlined various recommendations that the business ought to emulate if success is to be realized. Introduction Everywhere in the world, as local economies experience liberalization, businesses develop progressively more competitive strategies (Budhwar & Mellahi, 2007). There is therefore no doubt that management development is critical to the success of contemporary organizations. It also bears in a number of ways, the fundamental role of ensuring a work-force that is able to respond to the highly competitive requirements of the increasingly worldwide framework where the contemporary organizations operate (Armstrong, 2011). Research has shown that organizations and industries are bound to face a challenge pertaining to their survival in the near future, unless the workers are adequately equipped with the acquaintance and skills required to enable them to significantly increase their input in the goods and objectives of the organization (Tsoukas & Shepherd, 2009). Building human capital is nearly not possible due to the fact that it is regarded as a basic requirement in realizing successful and sustainable development, if special training and education is lacking (Tsoukas & Shepherd, 2009). A development program for human resources is also o great significance. This has brought about the varying approach the issues regarding human resource development in the global scenes under the effect of globalization (Gold, Thorpe, & Mumford, 2010). In spite of incredible investments in training and education in various organizations, the supply of local manpower is still rated to be below the demand (Armstrong, 2011). The Tesco Brent Cross as a business, face a number of quandaries as a result of lack of skilled and competent managers. This in turn impacts on the productivity of this business. According to research findings, Tesco Brent Cross should adopt three key principles to be able to fit in the competitive business world. The first strategy is human investment (Armstrong, 2011). This is realized through education and training. The second principle is viewing employees as rational assets. The third principle is nurturing and implanting cost saving, innovative and developmental behaviors in business organizations. As the consultant of the Tesco Brent Cross Company, this report seeks to critically look into the management patterns of the company and to come up with strategies for effective management development for the company. The study will explore the relevant theories of performance improvement and will also underscore the overall ways of implementing management development in a business (Armstrong, 2011). Henceforth, recommendations will be outlined for the Tesco Brent Cross Company on how to realize effectiveness in the quality of leadership to be able to fit well in the competitive business world. Company’s background Brent cross is a place in north London. It is situated near the Brent cross flyover. Brent cross is commonly known due to its shopping center as well as for the proposed cricklewood development (Armstrong, 2011). The name is derived from an ancient crossroads near Brent River. Initially, the Brent cross referred to a crossroad in the area around the present Brent cross flyover. Later in 1994, it was used to refer to the region north of the circular road as well as the region west of Herndon way (Armstrong, 2011). After the construction of the huge shopping center, the term Brent cross was made use of in referring to business premises located south of the north circular (Hyvonen & Tuominen, 2007). Brent cross shopping center was the very first shopping mall that stood alone in the United Kingdom when it opened in 1976. It was first built in the shape of a dumbbell and ran west-east adjacent top the north circular road (Armstrong, 2011). Tesco Brent Cross is an enormous company with more than one thousand warehouses distributed in London (Hyvonen & Tuominen, 2007). This company can be termed as successful and is growing while realizing loyal as well as an increasing customer base. The company also experiences strong margins. However, this time, the Company is experiencing a twist, identified as decreased focus on sustainability of the company due to poor management (Armstrong, 2011). This has been the main weakness of the company and has made the company to lag behind its competitors in this critical area. Management of Tesco Brent Cross In the recent past, countries have given more interest to the managers accountable for the attainment of the goals of effectiveness and competitiveness in various companies (Armstrong, 2011). This attention has assumed distinctive forms. However, each and every one aims at attaining and developing the managers. They also function as a major link between the states and the individuals on one side, and on the other side, their future (Hyvonen & Tuominen, 2007). A number of developed counties including the United Kingdom have focused much of their attention to social and economic challenges, and less focus has been attributed to managerial as well as organizational problems (Tsoukas & Shepherd, 2009). It is however important to note that organizational and managerial crises bear a great effect on the business performance as well as on the development plans of the business. In order to implement plans on economic development, businesses require managers, in addition to other professionals (Tsoukas & Shepherd, 2009). At the same time, these businesses get surrounded by a changeable and intricate setting, in the form of increase in the size of the business, competitive world market, advancement in technology, and high rates of inflation and labor movement (Hyvonen & Tuominen, 2007). For business development to be realized, a great deal of managerial workforce should be developed and effectively prepared (Tsoukas & Shepherd, 2009). The justification for this is that in businesses, the managers work in the highly dynamic elements. The level of performance of these businesses therefore is based on the quality of the managers as well as a competent managerial workforce, able to settle political, economic and social problems (Armstrong, 2011). As a result of this, company managers should possess vast knowledge and appropriate skills in the field of their management. These can be achieved through training and through attending various seminars where effective knowledge are passed to these managers. Managerial effectiveness is majorly grounded on appropriate procedures of decision-making (Armstrong, 2011). These in turn, are dependent on the knowledge, skills and attitude of the very managers that make them. Managers are expected to obtain relevant knowledge and skills for them to be able to arrive at appropriate solutions for the problems and difficulties that may arise (Hyvonen & Tuominen, 2007). In Tesco Brent Cross, management training has comparatively, in the recent past, become an issue (Hyvonen & Tuominen, 2007). After the company realized a high population of customers, the size of the business expanded and became larger. The business came up with a new strategy of managing the business, with promotion procedures and new recruitment (Hyvonen & Tuominen, 2007). These in turn, resulted into new problems and necessitated more development and training. Some previous research has revealed various problems in Tesco Brent Cross in the modern situation (Hyvonen & Tuominen, 2007). For example, it has been indicated that the senior administrators of the company are the most pertinent group of human capital in the business and that they needed training on management and development, which were not being done. This necessitated the need for highly qualified managers. Technological environment According to report findings regarding technological development and progress, technological environment constitute improvements on the ways of producing, marketing and availing to the public, goods and services (Kitching, 2007). Technological environment therefore play a critical role in effective management of a business (Hyvonen & Tuominen, 2007). Technology is a key aspect in the human progress as well as development. It accounts for much of social and economic growth in the past few decades (Hyvonen & Tuominen, 2007). Technological environment will also assist in meeting the environmental problems in the modern world. To a great extent, technological development is what brings about the difference between slow growing businesses and the fast growing ones (Tsoukas & Shepherd, 2009). Less developed businesses having significant assets in internet related expertise as well as in information technology are likely to outdo more developed businesses that do not use modern technology (Tsoukas & Shepherd, 2009). The effectiveness of communication as well as the power of information technology is the significant elements of life in the modern world (McGuire & Jorgensen, 2011). In addition to being a pertinent element of the infrastructure needed for the management of whichever level of business, communications and technology allows for the creation of increased global demands for products (Hyvonen & Tuominen, 2007). Over the past decade, technology has impacted on how people communicate in order to accomplish work. This has consequently created impetus for cultural and societal changes. A business organization with well developed technology is hence likely to perform extremely well compared to the one without, if all other factors are kept constant (Tsoukas & Shepherd, 2009). Despite the rapid development in technology, it has not spread as quick as expected in the Tesco Brent Cross Company (McGuire & Jorgensen, 2011). The company has not extensively embraced the necessary technology, partly due to lack of proper managerial skills to use technology (McGuire & Jorgensen, 2011). Technology use is minimal in Tesco Brent Cross Culture has also impacted on the management development in Tesco Brent Cross Company (McGuire & Jorgensen, 2011). According to social scientists, anthropologists and psychologists, social environment and culture have a great effect on the growth of a corporation or a business. The development of a business is connected to the social changes that individuals encounter with their society, environment, and relationship with those individuals around them and their family (McGuire & Jorgensen, 2011). Company development is also linked to certain religions as well as cultural attitudes that advocate for competition and not contemplation. The primary unit of the United Kingdom society is the city and the extended family (McGuire & Jorgensen, 2011). In all these, the community serves a critical role. Since the most dominant culture in the United Kingdom is the Arabic culture, the individuals associated with Tesco Brent Cross Company, the attitudes, social values and beliefs, economic and political policies, as well as state laws, are governed by the Islamic laws and rules (Bovaird & Löffler, 2009). This religion also has an impact on their other aspects of life such as divorce, marriage and trade relations. Recent research has demonstrated that there have been considerable changes in the United Kingdom’s relations with the United States, hence interfering with the market economy (Bovaird & Löffler, 2009). In Tesco Brent Cross Company therefore, one of the major managerial challenges is transforming organizational culture to enhance organizational change to enable the company to survive the unstable economic environment and execute flourishing strategies of adapting to the emerging market environment (Jenkins, 2009). For this to be realized, the Tesco Brent Cross company managers need to acquire relevant and appropriate skills and knowledge to be in a position to offer solutions for their problems and difficulties, and to ultimately take appropriate decisions(Bovaird & Löffler, 2009). In Tesco Brent Cross, management training and development has contemporarily and comparatively become an issue (Bovaird & Löffler, 2009). Cultural disparity and structural difference at organizational level have brought about an impact on the Tesco Brent Cross company management development (Bovaird & Löffler, 2009). With regards to management activities, Islam has brought about a set of universal guidelines in the Tesco Brent Cross company. These guidelines can be applied to management. They relate to organization of individuals, human activities, responsibilities and behavior (Tsoukas & Shepherd, 2009). For instance, the Islamic notion of management consultation is aimed at enhancing the relationship existing between the leaders and group members. The manager is considered accountable to the employees and to god since he or she is the shephered, and the shephered is accountable for his or her people (Tsoukas & Shepherd, 2009). Islam also requires the employees to perform their duties effectively and efficiently. These issues are hence of great significance during training and development. The managers should hence discuss all matters pertaining to work with the employees (Branine, 2005). This practice encourages the employees to give their best. It also enables the employees to share the problems among themselves with those who don’t perform well, to enable them improve their knowledge, skills and their entire ability (Tsoukas & Shepherd, 2009). Tsoukas and Shepherd (2009) argue that religion impacts greatly on social interactions and social relations of human beings. It also affects human behavior. As a religion and a way of life, Islam has an influence on the educational, political and economic system in addition to other Arab and Muslim societies (Lambert, 2003). There exists an immense impact brought about by the Islamic work ethics, Islamic values and the Islamic laws and principles regarding human resource management. The collective nature of the United Kingdom society is as a result of the religion since religion to a certain extent has an impact on the cultural properties on any organization (Lambert, 2003).. This is particularly applicable in Islamic countries. This influence has an implication that the family of the Islamic countries, rather than the individual, is perceived as the major unit of the society, whereby men and women perform complementary role (Lambert, 2003). However, both serve as the cultural asset and as family. The major principle abiding them is the perception of man as the only breadwinner in the entire family. The man also serves as the code of modesty that holds the reputation and dignity of the females. This code of modesty enforces limits on how men and women interact. This therefore results into power imbalance in the private sector, rooted in the family laws anchored on Sharia. Performance improvement theories A logical and discrete set of theories have been put forward to form the basis of performance improvement (Tsoukas & Shepherd, 2009). The theories include the systems theory, economic theory and psychological theory. These theories provide immense stability for improvement in performance as an area of practice that operates amidst changing and uneven situations (Lambert, 2003). Contemporarily as companies become continually isolated from regional values as a result of globalization as well as free market conditions, the theories have been placed on an ethical rug (Lambert, 2003). This rug is a representation of a filter among the three theories. It also represents the context under which performance improvement operates (Tsoukas & Shepherd, 2009). Latest methodologies for individual performance improvement started emerging. After their emergence, the focus shifted to methods of enhancing the environment of individuals to foster the factors that support the individual to apply the newly acquired skills on the job (Tsoukas & Shepherd, 2009). Developments also emerged on task analysis, return-on-investment, evaluation and needs assessment. Later, learning based on competence came into existence as a way of focus on key components of the job (Bovaird & Löffler, 2009). It was also intended to reduce needless training. Afterwards, behavior modeling gained more popularity. As a result, the trainees started receiving training through computers as the designers of instruction. This step was aimed at leveraging technology to come up with designs which were more interactive and more learners centered (Lambert, 2003). In addition, they were more time and cost effective. The human capital theory is concerned with the macroeconomics dealings of economic development and production (Aguinis & Kraiger, 2009). It describes human capabilities such as efforts, knowledge and skills, as vital elements of the capital of a business. It also takes into account the natural and the financial resources (Aguinis & Kraiger, 2009). In addition, the theory is considered essential to debates on globalization. The primary premises of the theory are that any investment made in developing skills and educating the workforce will definitely bring dividends to a business (Aguinis & Kraiger, 2009). In as much as many human resource development professionals are in agreement that human capital theory is the basis of human resource development, some critics have posed challenge to the theoretical adherence to human capital theory (Aguinis & Kraiger, 2009). Lambert (2003) reviewed a number of definitions attributed to human resource development and looked into their underlying theories. He acknowledged human resource development as being interdisciplinary in nature. He also pointed out that a number of fields study update human resource development theory and practice. However, he recognized the major influencing forces as psychology with emphasis on learning, performance, systems and economics (Tsoukas & Shepherd, 2009). After realizing the tension in academic circles concerning human resource development, Jenkins (2009) noted that the concept human resource development is founded on three major theories, for one to understand, to be able to explain and to perform its roles and process. The theories brought forth include economic theory, psychological theory and the systems theory (Tsoukas & Shepherd, 2009). The focus of psychological theory is in explaining mental processes and behavior, and how they affect performance (Tsoukas & Shepherd, 2009). In the understanding of the human resource development, concepts like psychological mindness, psychological contract and psychological maturity, are significant. The economic theory on the other hand, is viewed as a basic to survive alongside its financial factors at the business level (Tsoukas & Shepherd, 2009). Psychological theory recognizes human beings as the brockers of productivity together with their behavioral and cultural hints (Tsoukas & Shepherd, 2009). Systems theory however, acknowledges purpose, relationships and pieces that can improve or choke systems and subsystems. Lambert (2003) argues that the systems theory involves the dynamic and complex interactions of varied business characteristics such as work processes, individual variables, environments and group variables. Aguinis and Kraiger (2009) cautioned that the systems theory ought not to be seen as the basic disciplinary foundation of human resource development. In their view, the fundamental nature of human resource development is seen as per the philosophical groundings of the viewers and the view to what is vital. It also entails how far the margins ought to be extended (Aguinis & Kraiger, 2009). It is also argued out that globalization as well as human resource development has turned into a growing field of intellectual inquiry (Aguinis & Kraiger, 2009). The contemporary global economy is best termed as being rooted on entrepreneurship, environmentally sensitive and human development oriented (Hind, Wilson & Lenssen, 2009). Creativity and innovation are anticipated to become even more significant in the business economy of tomorrow. Perfecting these skills besides managing and fostering them will remain a major managerial challenge (Hind, Wilson & Lenssen, 2009). In the history of industry and business, no other time has existed where awareness has been experienced regarding the vital importance of a perfectly prepared worldwide human resource development (Hind, Wilson & Lenssen, 2009). This in turn demands for an even larger awareness of the central importance of well made human resource development professionals who can help create, nurture, cultivate and sustain human resources around the world for the business or company. Globalization has necessitated greater cross-cultural communication and has also paved way for much awareness of varied business values and management as fundamental aspects of competitiveness (Tsoukas & Shepherd, 2009). Unfortunately, globalization has also underscored patterns of uneven social and economic development (Attridge, 2009). It has therefore enhanced visibility of the disparities in the levels of skill and education in various company managerial staffs. Consequently, there has existed a growth in the international human resource development research (Hind, Wilson & Lenssen, 2009). This is due to the fact that the degrees of the international human resource development systems are looked into as the cultural and societal practices that give shape to human resource development and learning in varied geographical regions are identified (Hind, Wilson & Lenssen, 2009). Global human resource management can therefore be termed as basically being apprehensive with the strategic improvement of human resource development alongside organizational systems as well as practices in the international organizations (Hind, Wilson & Lenssen, 2009). Implementing management development and selecting managers for development The way in which a business selects to interpret and react to competitive pressures as well as the performance gaps they picture will obviously play a central role in shaping management development policies and priorities (Tsoukas & Shepherd, 2009). Te business strategy of an organization or a business is best geared to its present capability if provided with the situation of flux within its interior environment. All the same, it has consistently been theorized that the major determinants of the market performance of a business is the way in which it develops its managers and also the means by which it addresses skills gaps. In these cases, manager development is long term whereas a skills gap is short term. According to Hind, Wilson and Lenssen (2009), the key elements of this argument basically incorporate the priority attributed to manager development at various strategic levels. This encompasses senior endorsement through a written policy of management development, systematic means of appropriately diagnosing individual or group training requirements (Hind, Wilson & Lenssen, 2009). The processes of evaluation to realize training also remains central for business focus. Serious attention should also be attributed to the accomplishment of training activities (Hind, Wilson & Lenssen, 2009). This interchange of contested and competing views alongside the pressure of external environmental aspects, are anticipated to shape the way of training approaches and implementation in a particular business (Warner, & Goodall, 2009). However, surprisingly, it is not automatic that investing in management training will bring about improved performance (Hind, Wilson & Lenssen, 2009). The reality about management therefore, is that it is usually not organized and not dependent on neat discrete boxes of attention or content, and is never highly responsive to structured planning and employing a range of semi-conscious network to have things done (Hind, Wilson & Lenssen, 2009). Therefore, effective management development requires taking the above realities aboard in terms of the type of the processes entailed in the development, rather than the content of the managerial practices the management development strive to get managers perform effectively. Various scholars have noted that distinctive management tasks are natural in various organization strategies. To be more specific, it has been said that the needed managerial competencies and knowledge as well as the personal trait of the top managers, vary depending on the developmental status and competitive stance of the organization (Hind, Wilson & Lenssen, 2009). Warner and Goodall (2009) argue that effective implementation of the strategy of an organization is rooted upon achieving a perfect match between the attitudes, skills and behaviors of the managers as well as the competitive situations they face. The strategic role of management development therefore lies in its ability to set up and maintain the match (Warner, & Goodall, 2009). Two major approaches have been put forward to regarding implementation of good practice. These include recreation and replication (Hind, Wilson & Lenssen, 2009). Replication refers to a mechanistic process of transformation in an organization towards a fixed endpoint. Recreation on the other hand, brings about the possibility for rising outcomes and local practices (Hind, Wilson & Lenssen, 2009). Success in any managerial work is dependent on the ownership of a number of social skills as well as inborn personal attributes. Therefore there is need to pay attention to selection for appropriate managerial pool to be a guarantee. Behavior and attitude in right through an organization are sharpened by the manner in which they are perceived to prioritize issues and the way matters catch their attention (Hind, Wilson & Lenssen, 2009). The values and attitudes of the leaders are therefore a fundamental factor in realizing the success of a business (Hind, Wilson & Lenssen, 2009). In the Tesco Brent Cross Company, there is hence a need to examine selection and recruitment policies. This is because they have a key bearing on the strategies of management development (Hind, Wilson & Lenssen, 2009). They also have an impact of bringing about to the managers this cadre. While searching for trained managers, Tesco Brent Cross Company should import expert managers from the other sectors of their organization (Hind, Wilson & Lenssen, 2009). This is usually cheaper and quicker. However, this practice has some dangers attributed to it. According to Warner and Goodall (2009) it puts the success of the business at risk through implanting foreign managers who may not be able to effectively operate in an unfamiliar cultural environment. From this practice also, no step is taken to rectify the scarcity of managerial talent (Warner, & Goodall, 2009). In cultures that are performance oriented, training requirements are established on the ground of performance outcomes (Hind, Wilson & Lenssen, 2009). Job performance hence performs no role in the decisions arrived at regarding who to take part in training in high power contexts and low performance contexts. In such cultures, the employees are ones who ensure good relations are maintained between themselves and the higher management, chosen for training programs in rewarding their loyalty (Hind, Wilson & Lenssen, 2009). Evaluation is an important process in establishing whether management development is able to effectively meet the priorities of both the business and the individual (Hind, Wilson & Lenssen, 2009). This in turn allows decisions to be made concerning the cost effectiveness, and to assist in learning and improvement of the business (Hind, Wilson & Lenssen, 2009). However, in spite of the fact that simplicity in the objectives of the Tesco Brent Cross Company in terms of management development has resulted into an increased stress on analysis of return on investment, systematic evaluation hardly takes place in Tesco Brent Cross Company (Hind, Wilson & Lenssen, 2009). Conclusion The report has underscored the various managerial scenarios and has given an outline of the recommendations that need to be effected in the management team of the Tesco Brent Cross Company. The report has also revealed that little attention is given to management growth at a planned level in this company. In addition, there is hardly senior endorsement of Management development through a written management development policy. In addition, no methodical mechanisms for correctly diagnosing individual or group training needs have been put in place. There is hence a need to carry out further evaluation to ensure training is maintained at its high quality and business-focused in place. The Tesco Brent Cross company environment and Islamic culture have also impacted on perceptions of training in general. In particular, this has affected the management development. This is what leads to no stern attention being set to the execution of management development activities Recommendations A number of recommendations have been made regarding the report. Even though there exists a mounting pressure put on managers to enable them increase business competitiveness, through implementation of relevant human resource management responses in business policies and culture. There are various steps that the Tesco Brent Cross Company can take to develop its management as per their own cultural, political and social environment. The government of the United Kingdom should make certain that in the future plans of development, management development strategies are included since the businesses form important future for its economic competitiveness. The government should also deal with the reluctance brought about by social and cultural pressures which make some managers to judge attending training as well as development courses, since they view this as a permit to incompetence with evident unfavorable penalties for their social status and careers At the business level, the managers must have clear mission that is connected to the strategic goals of the business. This will allow the business to acquire, allocate and control its resources to minimize threats and maximize the available opportunities. The strategy for the planning of the development of management programs ought to be designed in a manner that guarantees the managers of flexibility and adaptability of the skills as well as the nature to go over the ever changing managerial roles. This allows for stimulation of a holistic as well as an integrative advance to management task. The company’s management team should come up with best practice besides facilitating strategic change. They should build learning organizations and develop intercultural competency. Effective roles in the management development should be implemented. These roles should require incentives as well as career development and also should incorporate a rigid system of the selection and evaluation procedure of the participant. It should also have better methods of evaluating and training staff. References Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. 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