SHR079-6 Leading People in Creative Teams Assignment Sample
SHR079-6 Leading People in Creative Teams Assignment Sample
1. Introduction
One of the oldest and major supermarkets in the UK, Morrison plays a significant role in contributing to the food manufacturer and supermarket chain and supporting millions of people. Hence, this study is going to analyse the work procedure and the leadership and people management that help this organization in developing its organisational performance in the UK. Hence, the background information of this organisation is discussed in this study. Additionally, the leadership management and justification for selecting this organisation are also explained here. The employee management procedure and the HRM practices of this organisation are also elaborated on in this study briefly. Critiques of the existing management and leadership style of this organisation along with the solutions for developing the organisational performance based on enhancing these two factors are also explored.
2. Company Background
Morrisons is one of the major food manufacturers and supermarkets in the UK, which was established in the year 1899. The Headquarters of this organisation is in Bradford, UK. Additionally, it has been identified that this organisation has operated its business with 497 stores in the UK. The annual revenue of this organisation was approximately 17.6 billion British pounds in the year 2021, which was increased by around 60 million British pounds to the previous year (Morrisons, 2023). The above image has stated the sales growth of the organisations, which decreased by approximately 3.9% in 2022 than the previous year.
3. Justification for Choosing Morrisons
Morrisons has been chosen due to its significant presence and scale in the retail chain market of the UK. As seen in the above figure, Morrisons has an extensive chain of stores in the UK. It further shows that the highest number of stores was reached in 2015 at 667 and recently it has stagnated at around 497 stores. As opined by Singhal and Kumar (2022), Morrisons is one of the major employers in the British market. The employee base of the company is highly diverse and the company involves different operations from store operations to warehousing and shipments. According to Sharma and Kapri (2022), the company has shown optimal employee management strategies and organisational leadership resulting in high employee satisfaction levels. However, the emergence of modern technologies and steep competition in the industry are significant challenges for Morrisons, making it an important case.
4. Theoretical Framework of Leadership
4.1 Behavioural Leadership Theory
The “Behavioural Leadership Theory” has emerged as a modern organisational leadership theory. According to Guhr et al. (2019), this theory critically evaluates the behaviours of different leaders to the core element of their organisational success. The theory also propounds that these behaviours are largely imitable and replicable by other managers. As stated by Wuryani et al. (2021), the theory also indicates that managerial knowledge is transferable and leads to the development and improvement of leadership capabilities. This theory is noted in Morrisons as it focuses on the internal vertical movement of employees to management and leadership positions.
4.2 Situational Leadership Theory
This leadership theory is highly relevant in the modern organisational context. As stated by Wuryani et al. (2021), this theory propagates the idea of flexibility as the most essential attribute in the toolbox of an organisational leader. This theory indicates that modern leaders need to be highly flexible and transition between different leadership styles relevant to the situation. As seen in the above figure, directing, delegating, supporting and coaching are the four central styles considered in this theory. This theory can be instrumental for Morrisons in driving four segments of employees with “Low competency and high commitment”, “Low competency and low commitment”, “High Competence and low commitment”, and “High Competence and high commitment” levels.
5. Theoretical Framework of Employee Management
5.1 Human Relations Theory
This theory was a seminal contribution to employee management by “Elton Mayo”. As opined by Omodan et al. (2020), this theory centrally focuses on the aspects of human relations such as high communication, employee satisfaction, work environment, and relationships. The theory states that the categorical improvements of these aspects lead to the improvement of employee productivity in an organisation. As argued by King (2023), the theory further indicates that managers should form connections with employees and include them in organisational processes to present them with higher ownership and engagement in the process. The focus on employee needs is also characteristic of this theory. As per the views of Lee (2022), Morrisons can significantly improve employee management through the implementation of this theory. The theory can help Morrisons in employee retention through employee satisfaction.
5.2 Bureaucratic Management Theory
This is a traditional theory in the domain of employee management. As seen in the above figure, the central principles include “Division of Labour”, “Formal Rules” and “Authority hierarchy”. Other principles are “Impersonality”, “Career Orientation” and “Formal Selection Process”. As suggested by Kanter (2019), this theory propounds that strict regimentation and structural arrangement of an organisation are crucial for employee management. This also presents organisations with the opportunity for rational and structured decision-making. As per the viewsof Lee (2022), the implementation of this theory is critically noted in Morrisons and its structured operations. The employee base is managed through a rigid and formal structure, increasing productivity and clarity but limiting transparency and satisfaction.
6. Leadership Strategies of Morrisons
Morrison supermarkets are estimated as the “fifth largest supermarket chain” in the UK and in the year 2021, the company has expanded around 497 supermarkets across the UK. The CEO of the company is David Potts. In the organizational leadership strategy, several aspects need to be mentioned. The company has prioritized consumers first with the integration of teamwork at the workplace. Listening as well as responding is estimated under the work culture with the development of sales and cost. The business has been predominantly focused on the aspects of food as well as grocery. As cited by Jelonek et al. (2022), the organization has been following transformational leadership. Defining and communicating vision, encouraging recognition level, delegating and empowering and developing proper and effective training programs are some of the integrated aspects in this consideration related to the management of leadership strategies. As estimated by Wackowski et al. (2022), it is worth mentioning that the company has been dedicated to driving sales.
The leadership of the company is a believer in fair pay as well as work to ensure the comfort of the employees at the workplace. The food makers, as well as shopkeepers, used to work hard for delivering outstanding services to the consumers. It has helped help and support the culture at the organization’s workplace. Morrison is undermined as one of the reputable and large employers and it has offered career growth and opportunities within the organization. As cited by Pereira et al. (2022), it is worth mentioning that the company has been strengthening its strategies for increasing the level of employee benefits with the integration pension scheme, employee discounts as well as paid holidays. As per the organizational approach, it is estimated that the leadership of the company has been focused on helping the workers with dignity. Ensuring a fair and safe workplace-based environment is of utmost importance here as it helps to strengthen the organizational work culture.
With an analysis of the leading integration, Cao et al. (2022) undermined it is also worth mentioning that the company has focused on the development of the product range healthily. It has undertaken an ambition to increase its product range by 65% ensuring health benefits. By the year 2025, the brand will increase its sales rate by around 300%. At Morisson, the leadership of the company has been able to recognise the responsibilities related to supplier management and production in an ethical manner. As undermined by Su et al. (2022), the “ethical trading policy” has been undermined as the core element for interfacing with the level of commitment in the matter of responsible sourcing. Morrison has been guided with “fix, rebuild, grow and sustaining strategies” and it has increased its focus on the delivery of “profitable as well as capital-light growth”.
7. People Management Strategies of Morrisons
People management strategies are an integrated part of the HR system in the business organization as it helps to increase the level of productivity of the workforce with utmost effectiveness. As undermined by Jelonek et al. (2022), people management is estimated as the process for ensuring the proper effectiveness of the employees. It ensures the presence of the right kinds of people at the right time and the right place. Ensuring proper usage of human resources and ensuring achievement of the desired goals are ingrained here in this consideration. In the people management process, there are several aspects integrated such as recruitment procedure, training program and development of employees. Parmentola et al. (2022) undermined the aspects of people management, there are several aspects noted in the organizational people management strategies. Interviewing and hiring, training and onboarding, assigning as well as evaluating tasks, career development as well as training are some of the critical aspects of this consideration. Furthermore, performance management and integration with the performance appraisal program are also attributed here in this consideration related to the management of increase of operational performance and productivity level.
The hiring of the right kind of people for specific job roles has been attributed to the organization’s culture and integration of people management strategies. Setting clear and proper expectations for the employees has been undermined as one of the crucial attributes in this aspect. The leadership management has been able to increase the level of productivity with much effectiveness if the leadership would be able to convey the proper requirements, and short-term as well as long-term goals to the employees. In this way, they might feel the connectivity switch organization work progress as well procedure. On the other hand, as estimated by Bai et al. (2022), it is worth mentioning that active listening to the people in the organizations and teams is beneficial for increasing the level of people management and integration. Conferring feedback to the employees in an effective manner is of utmost importance here in this estimation.
Feedback provision is an effective aspect as it acknowledges the efforts of the employees with emphasis on the further scope for further betterment. Moreover, the “provision of proper training, development and opportunities at the workplace” is also estimated to be of utmost importance in this consideration. In this manner, the employees would value the company as theycan increase their skills and knowledge with proper career development opportunities. Wackowski et al. (2022) stated addressing the poor level of performance of the employee in a prompt manner has been also undermined in this estimation as it would help the company to address poor performance without any delay. Furthermore, emphasis on the feedback provision and addressing any kind of discomfort or issues at the workplace properly is of utmost importance. Moreover, as undermined by Ching et al. (2022), the business organization has encouraged innovation and creativity levels for increasing the motivation of the workforce. Celebration of success and navigation of remote working procedures is also undermined in the strategic consideration of the people management in the retail business organization based in the UK.
8. Critique of the Existing Leadership and Management Style
Morrisons is a widely reputed employer in the UK but it has faced some criticisms regarding its management and leadership styles. As stated by Kapil and Chauhan (2022), the primary critique of the management style used by Morrisons is extreme centralisation. It has been noted that the company has maintained an executive management structure comprised of a few executives with tendencies of micromanagement. As opined by Flett et al. (2020), the primary issue faced by Morrisons due to this management approach is the limited capability of agility and innovation in the organisation. Bureaucracy and lack of employee empowerment of the store employees have led to significant dissatisfaction.
The engagement levels and motivation among the store employees in Morrisons have been critically low. As argued by Vander Weyer (2021), the internal movement of employees to senior levels is slow in the organisation. The lack of effective “leadership development programs” in the company also limits the capabilities and proficiencies of middle managers leading to inefficient employee management. As opined by Flett et al. (2020), the cost management strategy of the company has also affected its employee management as the reduction of employee numbers has led to a higher workload. This has led to frequent burnout among employees.
The company has recently struggled with leadership issues due to major management turnover in the organisation. As suggested by Guo and Wang (2019), the change in management personnel and rapid industrial developments have led to different ineffective internal strategies in the company. This has directly resulted in adaptation issues among employees. As argued by Vander Weyer (2021), the lack of effective “employee training programs” has also hindered the modernisation of the workforce. This has led to significant change resistance in the organisation. As stated by Kapil and Chauhan (2022), the extensive bureaucratic structure of the company has also led to significant leadership and management issues.
The employee base experiences significant information silos, organisational complexities and a lack of transparency. As per the views of Raina and Gupta (2022), these issues lead to the lack of employee clarity, inclusion in the decision-making process and organisational ownership. It also presents critical ambiguities in the professional growth trajectory of the employees. As suggested by Guo and Wang (2019), the organisational approach to the aspects of inclusion and diversity has also led to severe criticism. Morrison has been slow in responding to major changes in social attitudes.
The leadership and management of the company have failed to form an inclusive workplace for its employees. According to Collins (2021), the lack of “diversity and inclusion policies” in Morrisons has led to a significant reduction in employee satisfaction and motivation levels. In defiance of the Human Relations Theory, the company has critically prioritised profitability over employee satisfaction. As per the views of Raina and Gupta (2022), the use of an Autocratic leadership style in the organisation creates several issues in the company. The primary issues include employee disengagement and reduction of employee motivation.
9. Solutions for the Improvement of Organisational Performance
9.1 Employee Engagement
Employee engagement is one of the aspects requiring significant management interventions for the improvement of organisational performance. As opined by Sun and Bunchapattanasakda (2019), employee engagement can be enhanced through the improvement of employee satisfaction levels. The company can critically focus on improving employee satisfaction levels. As argued by O’Connor et al. (2019), applying the “situational leadership theory” is essential in providing adequate guidance to employees. The management can transition to this style for the improvement in employee satisfaction. As King (2023) argued, the development of clarity, transparency and a healthy work environment can also enhance employee engagement. The company can focus on improving its HR engagement strategies.
Employee engagement can help in improving organisational performance. According to Kwon and Kim (2020), the improvement of employee performance through employee engagement can lead to the enhancement of organisational performance. As opined by Sun and Bunchapattanasakda (2019), the introduction of different training programs can also enhance employee engagement. The company can focus on training its store employees regarding the new technological and systematic changes.
9.2 Emotional Intelligence
The critiques have highlighted the lack of emotional intelligence in the management of Morrisons. As argued by O’Connor et al. (2019), emotional intelligence is essential in motivating and leading employees. Morrisons have categorically focused on profitability than employees, due to the lack of emotional intelligence. According to Kwon and Kim (2020), the improvement of emotional intelligence can help managers understand and fulfil employee needs. This is pivotal in the development of effective leadership in the organisation. As opined by Omodan et al. (2020), higher emotional intelligence among managers can also help in improving organisational culture. Morrisons can improve its organisational outcomes through this development.
The primary method of improving emotional intelligence is through the focused training of managers. As per the views of Kanesan and Fauzan (2019), emotional intelligence can be developed through observations, active listening and self-evaluation. Morrisons can use collective activities to enhance employee knowledge. As argued by O’Connor et al. (2019), the identification of the unique characteristics, weaknesses, strengths and situations of employees is instrumental. Communicative HR activities and counselling can also be used in Morrisons.
9.3 Psychological Contract
One of the critical ways of motivating employees in Morrisons and developing effective leadership is through the fulfilment of psychological contracts. As suggested by Danilwan et al. (2020), it primarily entails the set of beliefs, expectations, and ambitions held by employees from the organisation. As argued by Kanesan and Fauzan (2019), the psychological contract can be understood to be the basic amenities offered by an organisation beyond contractual obligations. The fulfilment of these expectations can significantly improve employee motivation and improve organisational performance. According to Collins (2021), the fulfilment of a psychological contract involves the organisation providing extrinsic motivators to its employees. As argued by Coyle-Shapiro et al. (2019), psychological contracts can be fulfilled through inspirational strategies such as a clear career path, T&D facilities and organisational transparency.
10. Conclusion
Based on the conclusion of the entire study it has been stated that the leadership and management style is effective that helps the organisation in developing the organisational performance based on the case study of Morrisons. The background, leadership and people engagement of the organisation have also been discussed here briefly. The theories based on several leadership and management styles have also been explained here. The critiques of existing leadership and management styles of this organisation as well as the solution for developing the organisational performance based on these two aspects have also been elaborated on in this study.
Reference List
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Websites
Morrisons, (2023). Morrisons Supermarket. Available at: https://groceries.morrisons.com/ [Accessed on 2nd March 2022]
Statista, (2023). Number of Morrisons stores in the United Kingdom from financial year 2009/2010 to 2020/2021. Available at: https://www.statista.com/statistics/382340/morrisons-number-of-stores-united-kingdom-uk/ [Accessed on 2nd March 2022]
Statista, (2023). Percentage change in sales at Morrisons in Great Britain compared to a year earlier from January 2015 to October 2022. Available at: https://www.statista.com/statistics/386745/morrisons-sales-percentage-change-great-britain-uk/ [Accessed on 2nd March 2022]
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