- Text
- History
Page 1: Introduction Tesco is a cus
Page 1: Introduction
Tesco is a customer-orientated business. It aims to offer products that provide value for money for its customers and to deliver high-quality service. Tesco wants to attract new customers, but it also wants to keep its existing customers happy. Building customer loyalty is a cost-effective strategy to grow the business. This is because satisfied customers are a good advert for the business.
Tesco has more than a 30% market share of the UK grocery market, nearly double that of its nearest rival. In its 2009/2010 financial year, Tesco earned revenues of £38.6 billion in the UK and employed more than 280,000 people. To keep at the top of its game and to maintain its number one spot in the market, the company needs skilled staff at all levels and in all roles.
Roles in Tesco
Roles in Tesco range from business development, supply chain management and marketing to finance, store operations and personnel management. Each area of expertise requires leadership and management skills. Tesco aims to develop the leadership qualities of its people throughout the organisation, from administrators and customer assistants to the board of directors. It adopts a similar approach to leadership development for staff at all levels. This is in line with Tesco’s employment philosophy: ‘We believe in treating each other with respect, with everyone having an equal opportunity to get on, ensuring Tesco is a great place to work.’
This case study will show how Tesco’s leadership framework is fundamental to developing the qualities of leadership needed at every level in the business.
Page 2: Management and leadership
There is a difference between management and leadership. Management is about getting things done. Managers organise human and physical resources to achieve business aims and objectives. Leadership is about influencing, motivating and inspiring people. It is about coaching and developing people, treating them with respect but challenging them. Leaders seek to create strong teams, with people committed to the organisation’s overall goals.
The process of managing starts with the target or objective to be achieved. A manager must decide on the appropriate approach for reaching that target. The manager then needs to communicate this approach clearly to his or her team and to allocate tasks to each team member. Task allocation and delegation of responsibility is part of the management function. However, other factors will also have an influence on whether the target is achieved, including the task in hand, the skills of the team and the style of leadership.
The style of leadership can vary depending on the task. Some managers allow teams to take charge of their own decision-making for many tasks. Team leaders will set the objectives but empower team members to decide how these objectives are achieved. This has several advantages. It helps to motivate individuals in the team and it draws on the expertise of the members of the team.
Berian is a bakery manager
Berian manages a team of 17 in a Tesco in-store bakery. One of the key challenges of Berian’s job is to ensure his team produces the right products to meet demand at key times. His usual management approach is to allow the team to take responsibility for achieving the desired result. In this way, the team not only buys into the activity, but also develops new skills. For example, when the bakery expanded its product range and Berian needed to ensure that all the products would be on the shelves by 8.00 am, rather than enforce a solution, he turned to the team for ideas. The team solved the problem by agreeing to split break times so that productivitycould be maintained. Berian’s approach produced a positive outcome and increased team motivation.
Tesco’s leadership framework sets out not just the skills and competencies but also the personal characteristics and behaviours it expects of its leaders. Tesco looks for managers who are positive, confident and genuine, with the capacity to inspire and encourage their teams. A key part of Tesco’s programme for building leaders is encouraging self review and reflection. This allows staff to assess their strengths and find ways of demonstrating the characteristics that are vital to the long-term development of the business.
Page 3: Leadership styles
The business writers Tannenbaum and Schmidt categorised different leadership styles. They suggested that leadership styles could be explained on a scale ranging from ‘autocratic’ through ‘democratic’ to ‘laissez-faire’.
The autocratic or authoritarian style is characterised by an ‘I tell’ philosophy. Autocratic leaders tell their staff what to do. This can give a business clear direction but it may also lead managers to undervalue or ignore input from their teams. However, an autocratic approach is appropriate in some situations. It is valuable when the business faces a crisis or when an urgent problem arises that requires an immediate response.
Stephen is a Tesco store manager
Stephen is the manager of a medium-sized Tesco store. He has been with the company for over 10 years and his first job was filling shelves in the dairy section. He is currently working towards the Tesco foundation degree. Stephen directly manages a team of around 20 departmental managers, who between them are responsible for almost 300 people. Stephen’s leadership style is usually to allow his managers to make most operational decisions. However, if, for example, an accident occurs in the store, Stephen may take control to ensure a prompt and co-ordinated response.
There are some leadership approaches that sit between autocratic and democratic. These styles allow team participation up to a point. However, the manager reserves the right to make the final decision.
• Managers adopting an ‘I sell’ philosophy will try to persuade their teams to accept their viewpoint.
• Managers adopting an ‘I consult’ approach will seek the opinions of subordinates before taking a decision. This is moving closer to a democratic style of management.
The best managers adopt leadership styles appropriate to the situation. Stephen’s preferred leadership style is to take a democratic approach. He consults widely as he feels that staff respond better to this approach. For example, when planning a major stock reduction programme, he encourages his managers to put forward ideas and develop plans. This increases team motivationand encourages creativity. Some mistakes may be made, but they are used as a learning experience. However, as a store manager, Stephen deals with many different situations. Some may be business critical and it is important that he responds to these in the most appropriate way. In such situations, Stephen may need to adapt his leadership approach and exert more authority.
Martin is Tesco's Programme Manager for Education and Skills
The democratic approach is characterised by an ‘I share’ philosophy. Decisions are made within teams, with each member having equal input. Martin is Tesco’s Programme Manager for Education and Skills in the UK. He has a range of responsibilities associated with people, processes and standards. Martin may use a democratic approach when setting training budgets. Managers can suggest ideas to make cost savings and they can jointly discuss their proposals with Martin. By empowering his managers, he gets them to take ownership of the final agreed budget.
Laissez-faire is at the other end of the spectrum from autocratic. A laissez-faire manager takes a ‘hands-off’ approach and trusts teams to take appropriate decisions or actions with broad agreed boundaries. For example, Martin might leave an experienced departmental manager to develop a budget. This could be because he trusts that the manager has a good knowledge of the needs of the department and of the business.
Page 4: Leadership styles in action
Although each person will have their own preferred leadership style, the most effective leaders adopt a style appropriate for the situation. They will consider several factors in deciding which style to use:
• The task - Is it business critical? Must a decision be made immediately? What will be the potential impact on the business?
• The team - Does it have the right skills and resources? Is it used to making decisions?
• Tradition - What has been the norm in the past?
For example, Martin uses a more authoritarian style if something needs achieving in a particular way or in a very quick timeframe. Sometimes budgets need to be reduced quickly in order to make cost savings. Martin will tell managers what needs to be done and by when, so that they can then resubmit their budgets in line with expectations.
Stephen regards inspiring, guiding and influencing his staff as an important part of his role. Sometimes he may need to inform his teams about a new in-store innovation or corporate initiative. Even though this is a 'tell' situation, Stephen aims to 'sell' the idea. He tries to ensure that staff understand why it is necessary. If his people are able to give their opinions, it is more likely that they will readily support the initiative.
Managers have to be aware of the possible consequences of using the wrong style in a particular situation. For example, Berian would not adopt a laissez-faire approach with a new member of the bakery team. If the employee is not given proper instruction before operating the baking equipment, the bread might be overcooked. Employees might also injure themselves if they don't use the equipment properly. In this situation, it is essential to adopt a 'tell' approach.
Page 5: Factors influencing leadership style
People at each level of responsibility in Tesco, from administrators and customer assistants to directors, face different types of decisions. Each comes with its own responsibilities and timescales. These will influence the most appropriate leadership style for a particular piece of work or for a given proj
Tesco is a customer-orientated business. It aims to offer products that provide value for money for its customers and to deliver high-quality service. Tesco wants to attract new customers, but it also wants to keep its existing customers happy. Building customer loyalty is a cost-effective strategy to grow the business. This is because satisfied customers are a good advert for the business.
Tesco has more than a 30% market share of the UK grocery market, nearly double that of its nearest rival. In its 2009/2010 financial year, Tesco earned revenues of £38.6 billion in the UK and employed more than 280,000 people. To keep at the top of its game and to maintain its number one spot in the market, the company needs skilled staff at all levels and in all roles.
Roles in Tesco
Roles in Tesco range from business development, supply chain management and marketing to finance, store operations and personnel management. Each area of expertise requires leadership and management skills. Tesco aims to develop the leadership qualities of its people throughout the organisation, from administrators and customer assistants to the board of directors. It adopts a similar approach to leadership development for staff at all levels. This is in line with Tesco’s employment philosophy: ‘We believe in treating each other with respect, with everyone having an equal opportunity to get on, ensuring Tesco is a great place to work.’
This case study will show how Tesco’s leadership framework is fundamental to developing the qualities of leadership needed at every level in the business.
Page 2: Management and leadership
There is a difference between management and leadership. Management is about getting things done. Managers organise human and physical resources to achieve business aims and objectives. Leadership is about influencing, motivating and inspiring people. It is about coaching and developing people, treating them with respect but challenging them. Leaders seek to create strong teams, with people committed to the organisation’s overall goals.
The process of managing starts with the target or objective to be achieved. A manager must decide on the appropriate approach for reaching that target. The manager then needs to communicate this approach clearly to his or her team and to allocate tasks to each team member. Task allocation and delegation of responsibility is part of the management function. However, other factors will also have an influence on whether the target is achieved, including the task in hand, the skills of the team and the style of leadership.
The style of leadership can vary depending on the task. Some managers allow teams to take charge of their own decision-making for many tasks. Team leaders will set the objectives but empower team members to decide how these objectives are achieved. This has several advantages. It helps to motivate individuals in the team and it draws on the expertise of the members of the team.
Berian is a bakery manager
Berian manages a team of 17 in a Tesco in-store bakery. One of the key challenges of Berian’s job is to ensure his team produces the right products to meet demand at key times. His usual management approach is to allow the team to take responsibility for achieving the desired result. In this way, the team not only buys into the activity, but also develops new skills. For example, when the bakery expanded its product range and Berian needed to ensure that all the products would be on the shelves by 8.00 am, rather than enforce a solution, he turned to the team for ideas. The team solved the problem by agreeing to split break times so that productivitycould be maintained. Berian’s approach produced a positive outcome and increased team motivation.
Tesco’s leadership framework sets out not just the skills and competencies but also the personal characteristics and behaviours it expects of its leaders. Tesco looks for managers who are positive, confident and genuine, with the capacity to inspire and encourage their teams. A key part of Tesco’s programme for building leaders is encouraging self review and reflection. This allows staff to assess their strengths and find ways of demonstrating the characteristics that are vital to the long-term development of the business.
Page 3: Leadership styles
The business writers Tannenbaum and Schmidt categorised different leadership styles. They suggested that leadership styles could be explained on a scale ranging from ‘autocratic’ through ‘democratic’ to ‘laissez-faire’.
The autocratic or authoritarian style is characterised by an ‘I tell’ philosophy. Autocratic leaders tell their staff what to do. This can give a business clear direction but it may also lead managers to undervalue or ignore input from their teams. However, an autocratic approach is appropriate in some situations. It is valuable when the business faces a crisis or when an urgent problem arises that requires an immediate response.
Stephen is a Tesco store manager
Stephen is the manager of a medium-sized Tesco store. He has been with the company for over 10 years and his first job was filling shelves in the dairy section. He is currently working towards the Tesco foundation degree. Stephen directly manages a team of around 20 departmental managers, who between them are responsible for almost 300 people. Stephen’s leadership style is usually to allow his managers to make most operational decisions. However, if, for example, an accident occurs in the store, Stephen may take control to ensure a prompt and co-ordinated response.
There are some leadership approaches that sit between autocratic and democratic. These styles allow team participation up to a point. However, the manager reserves the right to make the final decision.
• Managers adopting an ‘I sell’ philosophy will try to persuade their teams to accept their viewpoint.
• Managers adopting an ‘I consult’ approach will seek the opinions of subordinates before taking a decision. This is moving closer to a democratic style of management.
The best managers adopt leadership styles appropriate to the situation. Stephen’s preferred leadership style is to take a democratic approach. He consults widely as he feels that staff respond better to this approach. For example, when planning a major stock reduction programme, he encourages his managers to put forward ideas and develop plans. This increases team motivationand encourages creativity. Some mistakes may be made, but they are used as a learning experience. However, as a store manager, Stephen deals with many different situations. Some may be business critical and it is important that he responds to these in the most appropriate way. In such situations, Stephen may need to adapt his leadership approach and exert more authority.
Martin is Tesco's Programme Manager for Education and Skills
The democratic approach is characterised by an ‘I share’ philosophy. Decisions are made within teams, with each member having equal input. Martin is Tesco’s Programme Manager for Education and Skills in the UK. He has a range of responsibilities associated with people, processes and standards. Martin may use a democratic approach when setting training budgets. Managers can suggest ideas to make cost savings and they can jointly discuss their proposals with Martin. By empowering his managers, he gets them to take ownership of the final agreed budget.
Laissez-faire is at the other end of the spectrum from autocratic. A laissez-faire manager takes a ‘hands-off’ approach and trusts teams to take appropriate decisions or actions with broad agreed boundaries. For example, Martin might leave an experienced departmental manager to develop a budget. This could be because he trusts that the manager has a good knowledge of the needs of the department and of the business.
Page 4: Leadership styles in action
Although each person will have their own preferred leadership style, the most effective leaders adopt a style appropriate for the situation. They will consider several factors in deciding which style to use:
• The task - Is it business critical? Must a decision be made immediately? What will be the potential impact on the business?
• The team - Does it have the right skills and resources? Is it used to making decisions?
• Tradition - What has been the norm in the past?
For example, Martin uses a more authoritarian style if something needs achieving in a particular way or in a very quick timeframe. Sometimes budgets need to be reduced quickly in order to make cost savings. Martin will tell managers what needs to be done and by when, so that they can then resubmit their budgets in line with expectations.
Stephen regards inspiring, guiding and influencing his staff as an important part of his role. Sometimes he may need to inform his teams about a new in-store innovation or corporate initiative. Even though this is a 'tell' situation, Stephen aims to 'sell' the idea. He tries to ensure that staff understand why it is necessary. If his people are able to give their opinions, it is more likely that they will readily support the initiative.
Managers have to be aware of the possible consequences of using the wrong style in a particular situation. For example, Berian would not adopt a laissez-faire approach with a new member of the bakery team. If the employee is not given proper instruction before operating the baking equipment, the bread might be overcooked. Employees might also injure themselves if they don't use the equipment properly. In this situation, it is essential to adopt a 'tell' approach.
Page 5: Factors influencing leadership style
People at each level of responsibility in Tesco, from administrators and customer assistants to directors, face different types of decisions. Each comes with its own responsibilities and timescales. These will influence the most appropriate leadership style for a particular piece of work or for a given proj
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Page 1: Introduction Tesco is a customer-orientated business. It aims to offer products that provide value for money for its customers and to deliver high-quality service. Tesco wants to attract new customers, but it also wants to keep its existing customers happy. Building customer loyalty is a cost-effective strategy to grow the business. This is because satisfied customers are a good advert for the business.Tesco has more than a 30% market share of the UK grocery market, nearly double that of its nearest rival. In its 2009/2010 financial year, Tesco earned revenues of £38.6 billion in the UK and employed more than 280,000 people. To keep at the top of its game and to maintain its number one spot in the market, the company needs skilled staff at all levels and in all roles.Roles in TescoRoles in Tesco range from business development, supply chain management and marketing to finance, store operations and personnel management. Each area of expertise requires leadership and management skills. Tesco aims to develop the leadership qualities of its people throughout the organisation, from administrators and customer assistants to the board of directors. It adopts a similar approach to leadership development for staff at all levels. This is in line with Tesco’s employment philosophy: ‘We believe in treating each other with respect, with everyone having an equal opportunity to get on, ensuring Tesco is a great place to work.’This case study will show how Tesco’s leadership framework is fundamental to developing the qualities of leadership needed at every level in the business.
Page 2: Management and leadership
There is a difference between management and leadership. Management is about getting things done. Managers organise human and physical resources to achieve business aims and objectives. Leadership is about influencing, motivating and inspiring people. It is about coaching and developing people, treating them with respect but challenging them. Leaders seek to create strong teams, with people committed to the organisation’s overall goals.
The process of managing starts with the target or objective to be achieved. A manager must decide on the appropriate approach for reaching that target. The manager then needs to communicate this approach clearly to his or her team and to allocate tasks to each team member. Task allocation and delegation of responsibility is part of the management function. However, other factors will also have an influence on whether the target is achieved, including the task in hand, the skills of the team and the style of leadership.
The style of leadership can vary depending on the task. Some managers allow teams to take charge of their own decision-making for many tasks. Team leaders will set the objectives but empower team members to decide how these objectives are achieved. This has several advantages. It helps to motivate individuals in the team and it draws on the expertise of the members of the team.
Berian is a bakery manager
Berian manages a team of 17 in a Tesco in-store bakery. One of the key challenges of Berian’s job is to ensure his team produces the right products to meet demand at key times. His usual management approach is to allow the team to take responsibility for achieving the desired result. In this way, the team not only buys into the activity, but also develops new skills. For example, when the bakery expanded its product range and Berian needed to ensure that all the products would be on the shelves by 8.00 am, rather than enforce a solution, he turned to the team for ideas. The team solved the problem by agreeing to split break times so that productivitycould be maintained. Berian’s approach produced a positive outcome and increased team motivation.
Tesco’s leadership framework sets out not just the skills and competencies but also the personal characteristics and behaviours it expects of its leaders. Tesco looks for managers who are positive, confident and genuine, with the capacity to inspire and encourage their teams. A key part of Tesco’s programme for building leaders is encouraging self review and reflection. This allows staff to assess their strengths and find ways of demonstrating the characteristics that are vital to the long-term development of the business.
Page 3: Leadership styles
The business writers Tannenbaum and Schmidt categorised different leadership styles. They suggested that leadership styles could be explained on a scale ranging from ‘autocratic’ through ‘democratic’ to ‘laissez-faire’.
The autocratic or authoritarian style is characterised by an ‘I tell’ philosophy. Autocratic leaders tell their staff what to do. This can give a business clear direction but it may also lead managers to undervalue or ignore input from their teams. However, an autocratic approach is appropriate in some situations. It is valuable when the business faces a crisis or when an urgent problem arises that requires an immediate response.
Stephen is a Tesco store manager
Stephen is the manager of a medium-sized Tesco store. He has been with the company for over 10 years and his first job was filling shelves in the dairy section. He is currently working towards the Tesco foundation degree. Stephen directly manages a team of around 20 departmental managers, who between them are responsible for almost 300 people. Stephen’s leadership style is usually to allow his managers to make most operational decisions. However, if, for example, an accident occurs in the store, Stephen may take control to ensure a prompt and co-ordinated response.
There are some leadership approaches that sit between autocratic and democratic. These styles allow team participation up to a point. However, the manager reserves the right to make the final decision.
• Managers adopting an ‘I sell’ philosophy will try to persuade their teams to accept their viewpoint.
• Managers adopting an ‘I consult’ approach will seek the opinions of subordinates before taking a decision. This is moving closer to a democratic style of management.
The best managers adopt leadership styles appropriate to the situation. Stephen’s preferred leadership style is to take a democratic approach. He consults widely as he feels that staff respond better to this approach. For example, when planning a major stock reduction programme, he encourages his managers to put forward ideas and develop plans. This increases team motivationand encourages creativity. Some mistakes may be made, but they are used as a learning experience. However, as a store manager, Stephen deals with many different situations. Some may be business critical and it is important that he responds to these in the most appropriate way. In such situations, Stephen may need to adapt his leadership approach and exert more authority.
Martin is Tesco's Programme Manager for Education and Skills
The democratic approach is characterised by an ‘I share’ philosophy. Decisions are made within teams, with each member having equal input. Martin is Tesco’s Programme Manager for Education and Skills in the UK. He has a range of responsibilities associated with people, processes and standards. Martin may use a democratic approach when setting training budgets. Managers can suggest ideas to make cost savings and they can jointly discuss their proposals with Martin. By empowering his managers, he gets them to take ownership of the final agreed budget.
Laissez-faire is at the other end of the spectrum from autocratic. A laissez-faire manager takes a ‘hands-off’ approach and trusts teams to take appropriate decisions or actions with broad agreed boundaries. For example, Martin might leave an experienced departmental manager to develop a budget. This could be because he trusts that the manager has a good knowledge of the needs of the department and of the business.
Page 4: Leadership styles in action
Although each person will have their own preferred leadership style, the most effective leaders adopt a style appropriate for the situation. They will consider several factors in deciding which style to use:
• The task - Is it business critical? Must a decision be made immediately? What will be the potential impact on the business?
• The team - Does it have the right skills and resources? Is it used to making decisions?
• Tradition - What has been the norm in the past?
For example, Martin uses a more authoritarian style if something needs achieving in a particular way or in a very quick timeframe. Sometimes budgets need to be reduced quickly in order to make cost savings. Martin will tell managers what needs to be done and by when, so that they can then resubmit their budgets in line with expectations.
Stephen regards inspiring, guiding and influencing his staff as an important part of his role. Sometimes he may need to inform his teams about a new in-store innovation or corporate initiative. Even though this is a 'tell' situation, Stephen aims to 'sell' the idea. He tries to ensure that staff understand why it is necessary. If his people are able to give their opinions, it is more likely that they will readily support the initiative.
Managers have to be aware of the possible consequences of using the wrong style in a particular situation. For example, Berian would not adopt a laissez-faire approach with a new member of the bakery team. If the employee is not given proper instruction before operating the baking equipment, the bread might be overcooked. Employees might also injure themselves if they don't use the equipment properly. In this situation, it is essential to adopt a 'tell' approach.
Page 5: Factors influencing leadership style
People at each level of responsibility in Tesco, from administrators and customer assistants to directors, face different types of decisions. Each comes with its own responsibilities and timescales. These will influence the most appropriate leadership style for a particular piece of work or for a given proj
Page 2: Management and leadership
There is a difference between management and leadership. Management is about getting things done. Managers organise human and physical resources to achieve business aims and objectives. Leadership is about influencing, motivating and inspiring people. It is about coaching and developing people, treating them with respect but challenging them. Leaders seek to create strong teams, with people committed to the organisation’s overall goals.
The process of managing starts with the target or objective to be achieved. A manager must decide on the appropriate approach for reaching that target. The manager then needs to communicate this approach clearly to his or her team and to allocate tasks to each team member. Task allocation and delegation of responsibility is part of the management function. However, other factors will also have an influence on whether the target is achieved, including the task in hand, the skills of the team and the style of leadership.
The style of leadership can vary depending on the task. Some managers allow teams to take charge of their own decision-making for many tasks. Team leaders will set the objectives but empower team members to decide how these objectives are achieved. This has several advantages. It helps to motivate individuals in the team and it draws on the expertise of the members of the team.
Berian is a bakery manager
Berian manages a team of 17 in a Tesco in-store bakery. One of the key challenges of Berian’s job is to ensure his team produces the right products to meet demand at key times. His usual management approach is to allow the team to take responsibility for achieving the desired result. In this way, the team not only buys into the activity, but also develops new skills. For example, when the bakery expanded its product range and Berian needed to ensure that all the products would be on the shelves by 8.00 am, rather than enforce a solution, he turned to the team for ideas. The team solved the problem by agreeing to split break times so that productivitycould be maintained. Berian’s approach produced a positive outcome and increased team motivation.
Tesco’s leadership framework sets out not just the skills and competencies but also the personal characteristics and behaviours it expects of its leaders. Tesco looks for managers who are positive, confident and genuine, with the capacity to inspire and encourage their teams. A key part of Tesco’s programme for building leaders is encouraging self review and reflection. This allows staff to assess their strengths and find ways of demonstrating the characteristics that are vital to the long-term development of the business.
Page 3: Leadership styles
The business writers Tannenbaum and Schmidt categorised different leadership styles. They suggested that leadership styles could be explained on a scale ranging from ‘autocratic’ through ‘democratic’ to ‘laissez-faire’.
The autocratic or authoritarian style is characterised by an ‘I tell’ philosophy. Autocratic leaders tell their staff what to do. This can give a business clear direction but it may also lead managers to undervalue or ignore input from their teams. However, an autocratic approach is appropriate in some situations. It is valuable when the business faces a crisis or when an urgent problem arises that requires an immediate response.
Stephen is a Tesco store manager
Stephen is the manager of a medium-sized Tesco store. He has been with the company for over 10 years and his first job was filling shelves in the dairy section. He is currently working towards the Tesco foundation degree. Stephen directly manages a team of around 20 departmental managers, who between them are responsible for almost 300 people. Stephen’s leadership style is usually to allow his managers to make most operational decisions. However, if, for example, an accident occurs in the store, Stephen may take control to ensure a prompt and co-ordinated response.
There are some leadership approaches that sit between autocratic and democratic. These styles allow team participation up to a point. However, the manager reserves the right to make the final decision.
• Managers adopting an ‘I sell’ philosophy will try to persuade their teams to accept their viewpoint.
• Managers adopting an ‘I consult’ approach will seek the opinions of subordinates before taking a decision. This is moving closer to a democratic style of management.
The best managers adopt leadership styles appropriate to the situation. Stephen’s preferred leadership style is to take a democratic approach. He consults widely as he feels that staff respond better to this approach. For example, when planning a major stock reduction programme, he encourages his managers to put forward ideas and develop plans. This increases team motivationand encourages creativity. Some mistakes may be made, but they are used as a learning experience. However, as a store manager, Stephen deals with many different situations. Some may be business critical and it is important that he responds to these in the most appropriate way. In such situations, Stephen may need to adapt his leadership approach and exert more authority.
Martin is Tesco's Programme Manager for Education and Skills
The democratic approach is characterised by an ‘I share’ philosophy. Decisions are made within teams, with each member having equal input. Martin is Tesco’s Programme Manager for Education and Skills in the UK. He has a range of responsibilities associated with people, processes and standards. Martin may use a democratic approach when setting training budgets. Managers can suggest ideas to make cost savings and they can jointly discuss their proposals with Martin. By empowering his managers, he gets them to take ownership of the final agreed budget.
Laissez-faire is at the other end of the spectrum from autocratic. A laissez-faire manager takes a ‘hands-off’ approach and trusts teams to take appropriate decisions or actions with broad agreed boundaries. For example, Martin might leave an experienced departmental manager to develop a budget. This could be because he trusts that the manager has a good knowledge of the needs of the department and of the business.
Page 4: Leadership styles in action
Although each person will have their own preferred leadership style, the most effective leaders adopt a style appropriate for the situation. They will consider several factors in deciding which style to use:
• The task - Is it business critical? Must a decision be made immediately? What will be the potential impact on the business?
• The team - Does it have the right skills and resources? Is it used to making decisions?
• Tradition - What has been the norm in the past?
For example, Martin uses a more authoritarian style if something needs achieving in a particular way or in a very quick timeframe. Sometimes budgets need to be reduced quickly in order to make cost savings. Martin will tell managers what needs to be done and by when, so that they can then resubmit their budgets in line with expectations.
Stephen regards inspiring, guiding and influencing his staff as an important part of his role. Sometimes he may need to inform his teams about a new in-store innovation or corporate initiative. Even though this is a 'tell' situation, Stephen aims to 'sell' the idea. He tries to ensure that staff understand why it is necessary. If his people are able to give their opinions, it is more likely that they will readily support the initiative.
Managers have to be aware of the possible consequences of using the wrong style in a particular situation. For example, Berian would not adopt a laissez-faire approach with a new member of the bakery team. If the employee is not given proper instruction before operating the baking equipment, the bread might be overcooked. Employees might also injure themselves if they don't use the equipment properly. In this situation, it is essential to adopt a 'tell' approach.
Page 5: Factors influencing leadership style
People at each level of responsibility in Tesco, from administrators and customer assistants to directors, face different types of decisions. Each comes with its own responsibilities and timescales. These will influence the most appropriate leadership style for a particular piece of work or for a given proj
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Halaman 1: Pendahuluan
Tesco adalah bisnis berorientasi pelanggan. Hal ini bertujuan untuk menawarkan produk-produk yang memberikan nilai untuk uang untuk pelanggan dan untuk memberikan layanan berkualitas tinggi. Tesco ingin menarik pelanggan baru, tapi juga ingin mempertahankan pelanggan yang sudah ada senang. Membangun loyalitas pelanggan adalah strategi efektif untuk mengembangkan bisnis. Hal ini karena pelanggan yang puas adalah iklan yang baik untuk bisnis.
Tesco memiliki lebih dari pangsa pasar 30% dari pasar kelontong Inggris, hampir dua kali lipat dari pesaing terdekatnya. Pada tahun keuangan 2009/2010, Tesco meraup pendapatan sebesar £ 38600000000 di Inggris dan mempekerjakan lebih dari 280.000 orang. Untuk menjaga di bagian atas permainan dan untuk mempertahankan yang nomor satu di pasar, perusahaan membutuhkan staf ahli di semua tingkatan dan di semua peran.
Peran dalam Tesco
Peran dalam kisaran Tesco dari pengembangan bisnis, manajemen rantai pasokan dan pemasaran untuk membiayai , toko operasi dan manajemen personil. Setiap bidang keahlian membutuhkan kepemimpinan dan keterampilan manajemen. Tesco bertujuan untuk mengembangkan kualitas kepemimpinan orang di seluruh organisasi, dari administrator dan asisten pelanggan untuk dewan direksi. Ini mengadopsi pendekatan yang sama untuk pengembangan kepemimpinan untuk staf di semua tingkatan. Hal ini sejalan dengan filosofi kerja Tesco: "Kami beriman memperlakukan satu sama lain dengan hormat, dengan semua orang memiliki kesempatan yang sama untuk mendapatkan, memastikan Tesco adalah tempat yang bagus untuk bekerja."
Studi kasus ini akan menunjukkan bagaimana kerangka kepemimpinan Tesco adalah fundamental untuk mengembangkan kualitas kepemimpinan yang dibutuhkan pada setiap tingkat dalam bisnis. Page 2: Manajemen dan kepemimpinan Ada perbedaan antara manajemen dan kepemimpinan. Manajemen adalah tentang mendapatkan sesuatu. Manajer mengatur sumber daya manusia dan fisik untuk mencapai tujuan bisnis dan tujuan. Kepemimpinan adalah tentang mempengaruhi, memotivasi dan menginspirasi orang. Ini adalah tentang pembinaan dan pengembangan orang, memperlakukan mereka dengan hormat tetapi menantang mereka. Pemimpin berusaha untuk menciptakan tim yang kuat, dengan orang-orang berkomitmen untuk tujuan-tujuan organisasi. Proses pengelolaan dimulai dengan target atau tujuan yang ingin dicapai. Seorang manajer harus memutuskan pendekatan yang tepat untuk mencapai target itu. Manajer kemudian perlu berkomunikasi pendekatan ini jelas untuk timnya dan untuk mengalokasikan tugas kepada setiap anggota tim. Alokasi tugas dan pendelegasian tanggung jawab merupakan bagian dari fungsi manajemen. Namun, faktor lain juga akan memiliki pengaruh pada apakah target ini tercapai, termasuk tugas di tangan, keterampilan tim dan gaya kepemimpinan. Gaya kepemimpinan dapat bervariasi tergantung pada tugas. Beberapa manajer memungkinkan tim untuk memimpin pengambilan keputusan mereka sendiri untuk banyak tugas. Pemimpin tim akan mengatur tujuan tetapi memberdayakan anggota tim untuk memutuskan bagaimana tujuan tersebut tercapai. Ini memiliki beberapa keunggulan. Ini membantu untuk memotivasi individu dalam tim dan itu mengacu pada keahlian dari anggota tim. Berian adalah manajer toko roti Berian mengelola tim dari 17 di Tesco di toko roti. Salah satu tantangan utama dari pekerjaan Berian adalah untuk memastikan timnya menghasilkan produk yang tepat untuk memenuhi permintaan pada waktu kunci. Pendekatan manajemen yang biasa adalah untuk memungkinkan tim untuk mengambil tanggung jawab untuk mencapai hasil yang diinginkan. Dengan cara ini, tim tidak hanya membeli ke aktivitas, tetapi juga mengembangkan keterampilan baru. Misalnya, ketika toko roti memperluas jangkauan produk dan Berian diperlukan untuk memastikan bahwa semua produk akan di rak oleh 8:00, daripada menegakkan solusi, ia berpaling ke tim untuk ide-ide. Tim memecahkan masalah dengan menyetujui untuk membagi waktu istirahat sehingga productivitycould yang dipertahankan. Pendekatan Berian ini menghasilkan hasil yang positif dan meningkatkan motivasi tim. Kerangka kepemimpinan Tesco menetapkan bukan hanya keterampilan dan kompetensi, tetapi juga karakteristik pribadi dan perilaku mereka mengharapkan pemimpinnya. Tesco mencari manajer yang positif, percaya diri dan asli, dengan kapasitas untuk menginspirasi dan mendorong tim mereka. Sebuah bagian penting dari program Tesco untuk pemimpin bangunan mendorong ulasan diri dan refleksi. Hal ini memungkinkan staf untuk menilai kekuatan mereka dan menemukan cara untuk menunjukkan karakteristik yang penting untuk pembangunan jangka panjang dari bisnis. Page 3: gaya Kepemimpinan Para penulis bisnis Tannenbaum dan Schmidt dikategorikan gaya kepemimpinan yang berbeda. Mereka menyarankan bahwa gaya kepemimpinan dapat dijelaskan pada skala mulai dari 'otokratik' melalui 'demokratis' ke 'laissez-faire'. Gaya otokratis atau otoriter ditandai dengan 'Aku berkata' filsafat. Pemimpin otokratis memberitahu staf mereka apa yang harus dilakukan. Ini dapat memberikan arah bisnis yang jelas tetapi juga dapat menyebabkan manajer meremehkan atau mengabaikan masukan dari tim mereka. Namun, pendekatan otokratis adalah tepat dalam beberapa situasi. Hal ini berharga ketika bisnis menghadapi krisis atau ketika masalah mendesak muncul yang memerlukan tanggapan segera. Stephen adalah manajer toko Tesco Stephen adalah manajer dari Tesco toko menengah. Dia telah dengan perusahaan selama lebih dari 10 tahun dan pekerjaan pertamanya mengisi rak-rak di bagian susu. Dia saat ini bekerja menuju gelar yayasan Tesco. Stephen langsung mengelola tim sekitar 20 manajer departemen, yang di antara mereka yang bertanggung jawab untuk hampir 300 orang. Gaya kepemimpinan Stephen biasanya untuk memungkinkan para manajer untuk membuat keputusan operasional yang paling. Namun, jika, misalnya, kecelakaan terjadi di toko, Stephen mungkin mengambil kendali untuk memastikan respon yang cepat dan terkoordinasi. Ada beberapa pendekatan kepemimpinan yang duduk antara otokratis dan demokratis. Gaya ini memungkinkan partisipasi tim sampai titik tertentu. Namun, manajer berhak untuk membuat keputusan akhir. • Manajer mengadopsi filosofi 'Saya menjual' akan mencoba membujuk tim mereka untuk menerima pandangan mereka. • Manajer mengadopsi 'Saya berkonsultasi' pendekatan akan mencari pendapat dari bawahan sebelum mengambil sebuah keputusan. Ini bergerak lebih dekat ke gaya demokratis manajemen. Para manajer terbaik mengadopsi gaya kepemimpinan yang sesuai dengan situasi. Gaya kepemimpinan disukai Stephen adalah untuk mengambil pendekatan yang demokratis. Dia berkonsultasi secara luas karena ia merasa bahwa staf merespon lebih baik untuk pendekatan ini. Misalnya, ketika merencanakan program pengurangan saham utama, ia mendorong manajer untuk mengemukakan gagasan dan mengembangkan rencana. Hal ini meningkatkan tim motivationand mendorong kreativitas. Beberapa kesalahan dapat dilakukan, tetapi mereka digunakan sebagai pengalaman belajar. Namun, sebagai manajer toko, Stephen berkaitan dengan berbagai situasi yang berbeda. Beberapa mungkin bisnis penting dan penting bahwa ia merespon ini dengan cara yang paling tepat. Dalam situasi seperti itu, Stephen mungkin perlu menyesuaikan pendekatan kepemimpinan dan menggunakan kewenangan lebih. Martin adalah Tesco Manajer Program Pendidikan dan Keterampilan Pendekatan demokratis ditandai dengan 'I berbagi' filsafat. Keputusan dibuat dalam tim, dengan masing-masing anggota memiliki input yang sama. Martin Tesco Manajer Program Pendidikan dan Keterampilan di Inggris. Dia memiliki berbagai tanggung jawab terkait dengan orang-orang, proses dan standar. Martin dapat menggunakan pendekatan demokratis ketika mengatur anggaran pelatihan. Manajer dapat menyarankan ide-ide untuk melakukan penghematan biaya dan mereka bersama-sama dapat mendiskusikan proposal mereka dengan Martin. Dengan memberdayakan manajer, ia membuat mereka untuk mengambil kepemilikan dari anggaran akhir yang disepakati. Laissez-faire adalah di ujung lain dari spektrum dari otokratis. Seorang manajer laissez-faire mengambil 'lepas tangan' pendekatan dan percaya tim untuk mengambil keputusan atau tindakan yang tepat dengan batas-batas yang luas disepakati. Sebagai contoh, Martin mungkin meninggalkan manajer departemen yang berpengalaman untuk mengembangkan anggaran. Ini bisa jadi karena dia percaya bahwa manajer memiliki pengetahuan yang baik tentang kebutuhan departemen dan bisnis. Page 4: gaya kepemimpinan dalam aksi Meskipun setiap orang akan memiliki gaya kepemimpinan yang disukai mereka sendiri, pemimpin yang paling efektif mengadopsi gaya yang tepat untuk situasi ini. Mereka akan mempertimbangkan beberapa faktor dalam menentukan gaya untuk digunakan: • Tugas - Apakah bisnis penting? Harus keputusan segera dibuat? Apa yang akan menjadi dampak potensial pada bisnis? • Tim - Apakah ia memiliki keterampilan yang tepat dan sumber daya? Apakah dulu membuat keputusan? • Tradisi -? Apa yang telah menjadi norma di masa lalu Sebagai contoh, Martin menggunakan gaya yang lebih otoriter jika sesuatu perlu mencapai dengan cara tertentu atau dalam jangka waktu yang sangat cepat. Kadang-kadang anggaran perlu dikurangi dengan cepat untuk melakukan penghematan biaya. Martin akan memberitahu manajer apa yang perlu dilakukan dan kapan, sehingga mereka kemudian dapat mengirimkan kembali anggaran mereka sesuai dengan harapan. Stephen salam inspirasi, membimbing dan mempengaruhi stafnya sebagai bagian penting dari perannya. Kadang-kadang ia mungkin perlu untuk menginformasikan timnya tentang baru inovasi di dalam toko atau inisiatif perusahaan. Meskipun ini adalah situasi 'memberitahu', Stephen bertujuan untuk 'menjual' ide. Dia mencoba untuk memastikan bahwa staf memahami mengapa itu perlu. Jika rakyatnya mampu memberikan pendapat mereka, itu lebih mungkin bahwa mereka siap akan mendukung inisiatif. Manajer harus menyadari kemungkinan konsekuensi menggunakan gaya yang salah dalam situasi tertentu. Misalnya, Berian tidak akan mengadopsi pendekatan laissez-faire dengan anggota baru dari tim bakery. Jika karyawan tidak diberikan instruksi yang tepat sebelum mengoperasikan peralatan kue, roti mungkin matang. Karyawan mungkin juga melukai diri sendiri jika mereka tidak menggunakan peralatan dengan benar. Dalam situasi ini, adalah penting untuk mengadopsi 'memberitahu' pendekatan. Page 5: Faktor-faktor yang mempengaruhi gaya kepemimpinan Orang-orang di setiap tingkat tanggung jawab di Tesco, dari administrator dan asisten pelanggan untuk direksi, menghadapi berbagai jenis keputusan. Masing-masing dilengkapi dengan tanggung jawab dan rentang waktu sendiri. Ini akan mempengaruhi gaya kepemimpinan yang paling sesuai untuk bagian tertentu dari kerja atau untuk proj diberikan
Tesco adalah bisnis berorientasi pelanggan. Hal ini bertujuan untuk menawarkan produk-produk yang memberikan nilai untuk uang untuk pelanggan dan untuk memberikan layanan berkualitas tinggi. Tesco ingin menarik pelanggan baru, tapi juga ingin mempertahankan pelanggan yang sudah ada senang. Membangun loyalitas pelanggan adalah strategi efektif untuk mengembangkan bisnis. Hal ini karena pelanggan yang puas adalah iklan yang baik untuk bisnis.
Tesco memiliki lebih dari pangsa pasar 30% dari pasar kelontong Inggris, hampir dua kali lipat dari pesaing terdekatnya. Pada tahun keuangan 2009/2010, Tesco meraup pendapatan sebesar £ 38600000000 di Inggris dan mempekerjakan lebih dari 280.000 orang. Untuk menjaga di bagian atas permainan dan untuk mempertahankan yang nomor satu di pasar, perusahaan membutuhkan staf ahli di semua tingkatan dan di semua peran.
Peran dalam Tesco
Peran dalam kisaran Tesco dari pengembangan bisnis, manajemen rantai pasokan dan pemasaran untuk membiayai , toko operasi dan manajemen personil. Setiap bidang keahlian membutuhkan kepemimpinan dan keterampilan manajemen. Tesco bertujuan untuk mengembangkan kualitas kepemimpinan orang di seluruh organisasi, dari administrator dan asisten pelanggan untuk dewan direksi. Ini mengadopsi pendekatan yang sama untuk pengembangan kepemimpinan untuk staf di semua tingkatan. Hal ini sejalan dengan filosofi kerja Tesco: "Kami beriman memperlakukan satu sama lain dengan hormat, dengan semua orang memiliki kesempatan yang sama untuk mendapatkan, memastikan Tesco adalah tempat yang bagus untuk bekerja."
Studi kasus ini akan menunjukkan bagaimana kerangka kepemimpinan Tesco adalah fundamental untuk mengembangkan kualitas kepemimpinan yang dibutuhkan pada setiap tingkat dalam bisnis. Page 2: Manajemen dan kepemimpinan Ada perbedaan antara manajemen dan kepemimpinan. Manajemen adalah tentang mendapatkan sesuatu. Manajer mengatur sumber daya manusia dan fisik untuk mencapai tujuan bisnis dan tujuan. Kepemimpinan adalah tentang mempengaruhi, memotivasi dan menginspirasi orang. Ini adalah tentang pembinaan dan pengembangan orang, memperlakukan mereka dengan hormat tetapi menantang mereka. Pemimpin berusaha untuk menciptakan tim yang kuat, dengan orang-orang berkomitmen untuk tujuan-tujuan organisasi. Proses pengelolaan dimulai dengan target atau tujuan yang ingin dicapai. Seorang manajer harus memutuskan pendekatan yang tepat untuk mencapai target itu. Manajer kemudian perlu berkomunikasi pendekatan ini jelas untuk timnya dan untuk mengalokasikan tugas kepada setiap anggota tim. Alokasi tugas dan pendelegasian tanggung jawab merupakan bagian dari fungsi manajemen. Namun, faktor lain juga akan memiliki pengaruh pada apakah target ini tercapai, termasuk tugas di tangan, keterampilan tim dan gaya kepemimpinan. Gaya kepemimpinan dapat bervariasi tergantung pada tugas. Beberapa manajer memungkinkan tim untuk memimpin pengambilan keputusan mereka sendiri untuk banyak tugas. Pemimpin tim akan mengatur tujuan tetapi memberdayakan anggota tim untuk memutuskan bagaimana tujuan tersebut tercapai. Ini memiliki beberapa keunggulan. Ini membantu untuk memotivasi individu dalam tim dan itu mengacu pada keahlian dari anggota tim. Berian adalah manajer toko roti Berian mengelola tim dari 17 di Tesco di toko roti. Salah satu tantangan utama dari pekerjaan Berian adalah untuk memastikan timnya menghasilkan produk yang tepat untuk memenuhi permintaan pada waktu kunci. Pendekatan manajemen yang biasa adalah untuk memungkinkan tim untuk mengambil tanggung jawab untuk mencapai hasil yang diinginkan. Dengan cara ini, tim tidak hanya membeli ke aktivitas, tetapi juga mengembangkan keterampilan baru. Misalnya, ketika toko roti memperluas jangkauan produk dan Berian diperlukan untuk memastikan bahwa semua produk akan di rak oleh 8:00, daripada menegakkan solusi, ia berpaling ke tim untuk ide-ide. Tim memecahkan masalah dengan menyetujui untuk membagi waktu istirahat sehingga productivitycould yang dipertahankan. Pendekatan Berian ini menghasilkan hasil yang positif dan meningkatkan motivasi tim. Kerangka kepemimpinan Tesco menetapkan bukan hanya keterampilan dan kompetensi, tetapi juga karakteristik pribadi dan perilaku mereka mengharapkan pemimpinnya. Tesco mencari manajer yang positif, percaya diri dan asli, dengan kapasitas untuk menginspirasi dan mendorong tim mereka. Sebuah bagian penting dari program Tesco untuk pemimpin bangunan mendorong ulasan diri dan refleksi. Hal ini memungkinkan staf untuk menilai kekuatan mereka dan menemukan cara untuk menunjukkan karakteristik yang penting untuk pembangunan jangka panjang dari bisnis. Page 3: gaya Kepemimpinan Para penulis bisnis Tannenbaum dan Schmidt dikategorikan gaya kepemimpinan yang berbeda. Mereka menyarankan bahwa gaya kepemimpinan dapat dijelaskan pada skala mulai dari 'otokratik' melalui 'demokratis' ke 'laissez-faire'. Gaya otokratis atau otoriter ditandai dengan 'Aku berkata' filsafat. Pemimpin otokratis memberitahu staf mereka apa yang harus dilakukan. Ini dapat memberikan arah bisnis yang jelas tetapi juga dapat menyebabkan manajer meremehkan atau mengabaikan masukan dari tim mereka. Namun, pendekatan otokratis adalah tepat dalam beberapa situasi. Hal ini berharga ketika bisnis menghadapi krisis atau ketika masalah mendesak muncul yang memerlukan tanggapan segera. Stephen adalah manajer toko Tesco Stephen adalah manajer dari Tesco toko menengah. Dia telah dengan perusahaan selama lebih dari 10 tahun dan pekerjaan pertamanya mengisi rak-rak di bagian susu. Dia saat ini bekerja menuju gelar yayasan Tesco. Stephen langsung mengelola tim sekitar 20 manajer departemen, yang di antara mereka yang bertanggung jawab untuk hampir 300 orang. Gaya kepemimpinan Stephen biasanya untuk memungkinkan para manajer untuk membuat keputusan operasional yang paling. Namun, jika, misalnya, kecelakaan terjadi di toko, Stephen mungkin mengambil kendali untuk memastikan respon yang cepat dan terkoordinasi. Ada beberapa pendekatan kepemimpinan yang duduk antara otokratis dan demokratis. Gaya ini memungkinkan partisipasi tim sampai titik tertentu. Namun, manajer berhak untuk membuat keputusan akhir. • Manajer mengadopsi filosofi 'Saya menjual' akan mencoba membujuk tim mereka untuk menerima pandangan mereka. • Manajer mengadopsi 'Saya berkonsultasi' pendekatan akan mencari pendapat dari bawahan sebelum mengambil sebuah keputusan. Ini bergerak lebih dekat ke gaya demokratis manajemen. Para manajer terbaik mengadopsi gaya kepemimpinan yang sesuai dengan situasi. Gaya kepemimpinan disukai Stephen adalah untuk mengambil pendekatan yang demokratis. Dia berkonsultasi secara luas karena ia merasa bahwa staf merespon lebih baik untuk pendekatan ini. Misalnya, ketika merencanakan program pengurangan saham utama, ia mendorong manajer untuk mengemukakan gagasan dan mengembangkan rencana. Hal ini meningkatkan tim motivationand mendorong kreativitas. Beberapa kesalahan dapat dilakukan, tetapi mereka digunakan sebagai pengalaman belajar. Namun, sebagai manajer toko, Stephen berkaitan dengan berbagai situasi yang berbeda. Beberapa mungkin bisnis penting dan penting bahwa ia merespon ini dengan cara yang paling tepat. Dalam situasi seperti itu, Stephen mungkin perlu menyesuaikan pendekatan kepemimpinan dan menggunakan kewenangan lebih. Martin adalah Tesco Manajer Program Pendidikan dan Keterampilan Pendekatan demokratis ditandai dengan 'I berbagi' filsafat. Keputusan dibuat dalam tim, dengan masing-masing anggota memiliki input yang sama. Martin Tesco Manajer Program Pendidikan dan Keterampilan di Inggris. Dia memiliki berbagai tanggung jawab terkait dengan orang-orang, proses dan standar. Martin dapat menggunakan pendekatan demokratis ketika mengatur anggaran pelatihan. Manajer dapat menyarankan ide-ide untuk melakukan penghematan biaya dan mereka bersama-sama dapat mendiskusikan proposal mereka dengan Martin. Dengan memberdayakan manajer, ia membuat mereka untuk mengambil kepemilikan dari anggaran akhir yang disepakati. Laissez-faire adalah di ujung lain dari spektrum dari otokratis. Seorang manajer laissez-faire mengambil 'lepas tangan' pendekatan dan percaya tim untuk mengambil keputusan atau tindakan yang tepat dengan batas-batas yang luas disepakati. Sebagai contoh, Martin mungkin meninggalkan manajer departemen yang berpengalaman untuk mengembangkan anggaran. Ini bisa jadi karena dia percaya bahwa manajer memiliki pengetahuan yang baik tentang kebutuhan departemen dan bisnis. Page 4: gaya kepemimpinan dalam aksi Meskipun setiap orang akan memiliki gaya kepemimpinan yang disukai mereka sendiri, pemimpin yang paling efektif mengadopsi gaya yang tepat untuk situasi ini. Mereka akan mempertimbangkan beberapa faktor dalam menentukan gaya untuk digunakan: • Tugas - Apakah bisnis penting? Harus keputusan segera dibuat? Apa yang akan menjadi dampak potensial pada bisnis? • Tim - Apakah ia memiliki keterampilan yang tepat dan sumber daya? Apakah dulu membuat keputusan? • Tradisi -? Apa yang telah menjadi norma di masa lalu Sebagai contoh, Martin menggunakan gaya yang lebih otoriter jika sesuatu perlu mencapai dengan cara tertentu atau dalam jangka waktu yang sangat cepat. Kadang-kadang anggaran perlu dikurangi dengan cepat untuk melakukan penghematan biaya. Martin akan memberitahu manajer apa yang perlu dilakukan dan kapan, sehingga mereka kemudian dapat mengirimkan kembali anggaran mereka sesuai dengan harapan. Stephen salam inspirasi, membimbing dan mempengaruhi stafnya sebagai bagian penting dari perannya. Kadang-kadang ia mungkin perlu untuk menginformasikan timnya tentang baru inovasi di dalam toko atau inisiatif perusahaan. Meskipun ini adalah situasi 'memberitahu', Stephen bertujuan untuk 'menjual' ide. Dia mencoba untuk memastikan bahwa staf memahami mengapa itu perlu. Jika rakyatnya mampu memberikan pendapat mereka, itu lebih mungkin bahwa mereka siap akan mendukung inisiatif. Manajer harus menyadari kemungkinan konsekuensi menggunakan gaya yang salah dalam situasi tertentu. Misalnya, Berian tidak akan mengadopsi pendekatan laissez-faire dengan anggota baru dari tim bakery. Jika karyawan tidak diberikan instruksi yang tepat sebelum mengoperasikan peralatan kue, roti mungkin matang. Karyawan mungkin juga melukai diri sendiri jika mereka tidak menggunakan peralatan dengan benar. Dalam situasi ini, adalah penting untuk mengadopsi 'memberitahu' pendekatan. Page 5: Faktor-faktor yang mempengaruhi gaya kepemimpinan Orang-orang di setiap tingkat tanggung jawab di Tesco, dari administrator dan asisten pelanggan untuk direksi, menghadapi berbagai jenis keputusan. Masing-masing dilengkapi dengan tanggung jawab dan rentang waktu sendiri. Ini akan mempengaruhi gaya kepemimpinan yang paling sesuai untuk bagian tertentu dari kerja atau untuk proj diberikan
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- quá tải
- And i had I request plz tell me when you
- this film has been seen by more people t
- useful
- Và bữa ăn được dọn dưới nền nhà, mọi ngư
- Lucas e Luís
- Adventures
- cái quạt điện
- confirm price
- Conventional
- This account represented the saving acco
- In addition, recognizing the distinction
- ยืนยันราคา
- In addition, recognizing the distinction
- nhận thức được tầm quan trọng của nguồn
