Analysis Of The Poem The Road Not Taken - 1191 Words

The poem â€Å"The Road Not Taken† is about how the author himself has come to a split in a path while walking in the woods without a map. The season is fall, and the leaves are turning red and yellow. He isn’t sure which way he should go, and he wishes he didn’t have to choose and could go both ways. He looks down one path as far as he can see, but he then decides to take the other. The path he decides to take is not quite as worn as the other one, the leaves are freshly fallen with no foot prints or tracks. The author reflects on how he intends to take the road that he didn t take next time, but he doubts that he will ever come back. Instead, in the future, he will be reminded of how his decision was ultimately the right one. I decided to adapt this poem into a drawing because I feel like it can be interpreted in various ways and has a lot of hidden meanings. This poem demonstrates that everyone needs to choose their own path and not anyone else’s. This theme was communicated with Frosts usage of symbols and imagery. Robert Frost’s tone in the poem is thoughtful and indecisive. The tone in this poem played a big role in helping people grasp the poem’s text. While reading the poem, I learned that the traveler, who I assume is Robert Frost, is uncertain of which path to go through. I could clearly see that this is a decision that he is putting a lot of thought into. Since his tone is so contemplative, I learned that this is a life decision, and not just a choice between twoShow MoreRelatedAnalysis Of The Poem The Road Not Taken 808 Words   |  4 PagesApril 25, 2016 Poetry Analysis â€Å"I shall be telling this with a sigh/Somewhere ages and ages hence:/Two roads diverged in a wood, and I--/I took the one less traveled by†¦Ã¢â‚¬  these are famous lines from a classic poem written by Robert Frost. The poem, â€Å"The Road Not Taken† was one of many poems written by Frost. This well-known poem is about the struggle of a traveler decision between two routes he could take. It has both literal and metaphorical meaning; the roads can also symbolize twoRead MoreAnalysis Of The Poem The Road Not Taken 849 Words   |  4 PagesRobert Frost’s â€Å"The Road Not Taken† poem, and is present in the poetic piece of Blanche Farley’s â€Å"The Lover Not Taken.† A large percentage of the stanzas in each poem harmonize each other, and they both use similar words. For example, in the first stanza of each poem and be one traveler, long I stood (Frost), and and mulling it over, long she stood. (Blanche). Both lines are two peas in a po d, and they are a five stanza poem that identically rhyme. Although both poems share many similar aspectsRead MoreAnalysis Of The Poem The Road Not Taken By Gwendolyn Brooks980 Words   |  4 PagesFor my analysis I chose to look at two poems where the authors transform the readers into the speakers. I will be analyzing â€Å"The Road Not Taken† by Robert Frost and â€Å"the mother† by Gwendolyn Brooks. Both of these poems show decisions made on the speakers part and how the reader can relate to the speakers feelings about their decisions. â€Å"The Road Not Taken† opens with a man in the woods, looking down two equally worn paths. It is a reflection on his part. This incident happened in the past and yearsRead MoreAnalysis Of The Road Not Taken By Robert Frost1409 Words   |  6 PagesThe analysis of â€Å"The Road Not Taken† by Robert Frost has been up for debate since the poem release in 1916. It is known to be one of the most frequently misinterpreted poems of all time, and even Robert Frost himself has said the poem is â€Å"tricky† to comprehend (The). When analyzing this poem many readers tend to focus only on the last lines of the poem and get caught in a trap of selective-interpretation. Quite a few people after reading Robert Frost’s poem firmly conclude that this poem is aboutRead MoreRobert Frost s Writing Style1589 Words   |  7 PagesFrost once said, â€Å"The figure a poem makes. It begins in delight and ends in wisdom... in a clarification of life - not necessarily a grea t clarification, such as sects and cults are founded on, but in a momentary stay against confusion† (Robert Frost Quotes). This same kind of thinking opened the door for metaphorical poetry that helped to show the poets transparency. His love for the social outcast and the struggles of his life are exhibited greatly in his poems. Robert Frost helped to createRead MoreThe Road Not Taken By Robert Frost912 Words   |  4 Pagesdepicts this dilemma in his poem â€Å"The Road Not Taken. The Road Not Taken is a narrative poem consisting of four stanzas of iambic tetrameter and was published in 1916 in the collection Mountain Interval. In this poem, Robert Frost uses title, imagery, and theme to complicate and lead the reader to unknowingly misunderstand the poem. Through careful explication of these elements of Frost’s â€Å"The Road Not Taken,† one may discover the true meaning to the ironic and trivial poem that has endured the manyRead MoreThe Road Not Taken A nalysis987 Words   |  4 PagesThe Road Not Taken Analysis The Road Not Taken is a poem written by Robert Frost. This poem is a great candidate to be one of the world s best and this analysis will unveil why it is so. The poetic devices used in the poem bring forth its deeper meaning which ultimately resonates with the reader s emotions. However not only this poem is great because of the literary experience it gives but it is also beautiful on a simple structural level. First lets look at the structural aspectRead MoreCritical Analysis Of Robert Frosts The Road Not Taken1257 Words   |  6 Pages Critical Analysis on â€Å"The Road Not Taken† Why is it so common for people to regret the path they have chosen in life? Robert Frost attempts to answer this question throughout the poem by using many literary devices. In other terms, the poet is alluding to a lesson in everyones life; Once a path is being determined, it is inevitable to change the choices because they are in the past. The poet uses imagery to create a visual picture in the readers head of two paths in the woods with the freedomRead MoreThe Road Not Taken By Robert Frost And Death, Be Not Proud798 Words   |  4 PagesComposition 22 April 2015 Poetic Analysis â€Å"The Road Not Taken† by Robert Frost and â€Å"Death, be not proud† by John Donne are two poems with different meanings but share one of many of the same themes. Although the poems share different meanings as a whole, the reader can conclude the same common theme from both of these poems. Even though the reader may think the poems lack a same common theme, the theme is revealed by the end of both these poems. These two poems share the same theme of hopes andRead MoreThe Road Not Taken By Robert Frost983 Words   |  4 PagesThe poem â€Å"The Road Not Taken was written by Robert Frost, a four-time Pulitzer Prize winner in poetry, and also a special guest at President John F. Kennedy’s inauguration (Robert Frost Biography). Frost was born on March 26, 1874 in San Francisco, California and he died of complications from prostate surgery on January 29, 1963. Much of Robert’s popularity was gained throughout Europe (An Analysis of Robert Frost’s P oem: The Road Not Taken). Frost became a poetic force, and the unofficial poet

Recruitment Policy vs Recruitment Process Free Essays

Find (Cntl-F) Best Paper Index Table of Contents RECRUITMENT POLICY VS. RECRUITMENT PROCESS: ESPOUSED THEORY AND THEORY-IN-USE ANNA M. STAFSUDD Department of Business Administration Lund University P. We will write a custom essay sample on Recruitment Policy vs Recruitment Process or any similar topic only for you Order Now O. Box 7080 SE-220 07 Lund Sweden INTRODUCTION This paper argues that recruitment policy does not influence the recruitment process to a large extent, as it represents an espoused theory, which is used to explain and idealize behavior after it has occurred. Instead, it is argued that recruitment decision assumptions will guide the recruitment process, as they represent theories-in-use. These recruitment decisions, in the form of how internal employees’ firm-specific knowledge is valued, will affect whether managers are internally promoted or externally recruited. How an organization values such knowledge may be inferred from control systems, which is illustrated using the examples of socialization and bureaucratic control systems. These control systems have been chosen, as they represent opposite perspectives on the value of firm-specific knowledge and will, therefore, have opposite impacts on internal or external recruitment being more probable. ESPOUSED THEORY AND THEORY-IN-USE The framework of Argyris and Schon (1974) presents how espoused theory and theory-inaction relate to each other, as well as to other variables. As can be seen in figure 1, espoused theory and theory-in-use can be positioned against each other, resulting in either congruence or incongruence. Furthermore, the figure depicts the assumption that espoused theory is separated from action and only serves to explain and idealize it afterwards. Instead, it is theory-in-use, which influences action, as people act according to the requirements of the governing variables of their theories-in-use. Theories-in-use will also tend to influence how a person will perceive the surroundings, i. e. the behavioral world. This is a world created by human convention and continued by human choice, rather than being an inherent nature of reality. Concluding a feedback circle, the behavioral worlds will be used as validation for those same theories-in-use, by which the behavioral worlds have been created and tend, therefore, to further reinforce them. This framework thus, depicts one problem with having theories-in-use, in that they tend to be self-sealing. Theories-in-use shaping action and behavioral world, while still using action and behavioral world as reasons and validation tends to enforce a circular logic, where a feed-back loop is dependent on the prior assumptions. One example of such a problem is presented by Argyris and Schon (1974), where a teacher experiences a self-sealing problem of assuming that his students are stupid. In assuming that the students are stupid, the teacher acts as though they are in fact stupid. By clearly letting the students know that he thinks they are stupid, the teacher will ask such questions as elicit stupid answers from them, thus, enforcing stupid behavior on the part of the students. The teacher will then test his theories and as he himself enforces stupid behavior in the students, his theories will be reinforced. The longer the teacher and the students interact, the more firmly will the teacher become in his theory-in-use of them being stupid. Academy of Management Best Conference Paper 2003 HR: G1 ———————-Figure 1 about here ———————–Apart from the earlier discussed variables there are five more, with which espoused theory, theory-in-use, action and behavioral world can be analyzed and which represent possible dilemmas in or between the other variables. Internal consistency may be analyzed for each of the two variables of espoused theory and theory-in-use, as a description of how internally consistent the theories and the assumptions of the theories are. Congruence, on the other hand, represents a means for analyzing fit or consistency between espoused theory and theory-in-use. Espoused theory and theory-in-use are related in the way that espoused theory represents what one says one is doing, whereas theory-in-use represents what one actually does do. Thus, theory-in-use influences action and behavioral world. Effectiveness is a variable, with which one can analyze how well actions enforce the behavioral world that a theory-in-use would lead to without the mediating variable of action. Effectiveness is, therefore, not used when analyzing espoused theory, as it will not influence action. The model also depicts a feedback loop, as theory-in-use influences action, which in turn leads to a behavioral world, which is then used to validate and reinforce theories-in-use. How well the behavioral world can be used to reinforce or gainsay theory-in-use in turn depends on how well the theory-in-use can be tested, i. e. the testability of the theory in a specific situation. Apart from these analytical variables, there is one more variable, which represents a normative dimension of the framework. This variable is represented by the values of the behavioral world. After having analyzed the other variables, a person would finally also ponder whether the behavioral world, created by the process involved in the framework, would be considered a positive or negative one. Depending on the answer, the person would perceive a propensity for stability or change. RECRUITMENT POLICY AND RECRUITMENT DECISION ASSUMPTIONS The espoused theory in the case of an organization’s recruitment activities is represented by the recruitment policy, as stated by the organization, whereas theory-in-use is represented by the assumptions on which the recruitment is actually based. An internal recruitment policy may in general be assumed, due to it being so common as it represents marketing towards the employees (Coff, 1997; Chan, 1996; Browner and Kubarski, 1991; Tanushaj, Randall and McCullough, 1988). In contrast to espoused theories, theories-in-use cannot be easily observed (Argyris and Schon, 1974). It can be argued that recruitment decision assumptions may be observed indirectly through what candidates are in fact recruited, but in such cases we would resort to tautology in assuming that persons are selected based on the fact that they are selected. However, patterns may of course be observed and analyzed. As for recruitment decision assumptions, it seems safe to argue that the primary governing variable in a recruitment process is recruiting the best candidate available for the position. The ability of a candidate is, however, difficult to evaluate and recruiters will, therefore, use different proxies in order to evaluate ability and reduce information uncertainty. Focusing on the recruitment process in terms of choice between internal promotion and external recruitment, it would seem more probable for an organization to recruit internally, as this reduces information uncertainty in that candidates may be directly observed. Furthermore, Academy of Management Best Conference Paper 2003 HR: G2 internal recruitment may be preferred due to employees’ firm-specific knowledge (Chan, 1996). The higher the value placed on firm-specific knowledge, the likelier will internal recruitment be. Recruitment decision assumptions in the case of what value is placed on firm-specific knowledge may be observed through what control systems are used. This argument is based on the assumption that control systems not only represent measurement systems in evaluating a manager’s behavior, but that they also signal what behavior is considered appropriate and, therefore, will be learned by managers. This reasoning is based on expectancy theory (Vroom, 1964), stating that motivation for a certain behavior depends on a person’s beliefs of what outcomes will tend to result from a specific behavior and the attractiveness a person attaches to those outcomes in terms of their ability to satisfy a person’s needs. Thus, persons will be shaped by what is expected from them by others. Consequently, as behavior and values are affected, control systems will have an impact on whether certain skills can be found in the organization or not. Here, the impact of the two control systems of socialization and bureaucratic control systems will be presented, as they relate to whether learning of corporate-approved behavior is valued or not. Thus, the difference lies in whether appropriate behavior needs to be learned over time or if it has been formalized by the organization in terms of for example rules and regulations. Socialization is a form of premise control, i. e. ontrol is exerted prior to the action (Cyert and March, 1988), which means that appropriate behavior is internalized by the employees. Not only actions, but also thinking, are thereby influenced to include appropriate assumptions and values. This is related to how institutionalization will tend to become self-reinforcing, after a while needing no rewards or other intervening procedures, as once institutionaliz ed social knowledge will tend to become a part of organizational daily life (Zucker, 1977). Lack of displaying the appropriate behavior will result in personal consequences. Reinforcements of proper behavior and thinking are in this context made in terms of peer approval, membership and leadership. In contrast, not displaying appropriate behavior will result in the person’s actions being perceived as deviating, which is punished by belittlement, hostility and ostracism (Anthony, Dearden and Bedford, 1989). A high degree of socialization will affect the recruitment process in numerous ways. First, managers who do not embrace the appropriate values and display the appropriate behavior will have a lesser chance of being promoted. Second, the internal managers will have an advantage, compared to the external ones, in the recruitment process. Third, a recruiter would tend to feel less uncertainty in recruiting a person from within the organization, knowing that the person has had opportunity to learn appropriate behavior and not having to resort to indirect signaling of such behavior in other candidates. Bureaucratic control systems do not provide the difficulty of observation that socialization does, in that this form may be termed the most visible of controls, where appropriate behavior is signaled by such mechanisms as budgets, reports and other documents. This form of control may be termed action control (Cyert and March, 1988), i. e. control is exerted during the action, which means that appropriate behavior is not internalized. Instead, tasks are simply performed in accordance with for example manuals, without having to reflect on what the appropriate action is. Thus, this form of control concerns mainly behavior and not an internalization of appropriate thinking. However, I stress my use of the word mainly, as repeated actions may in time be internalized and transferred into control of thinking and especially so if the bureaucratic control mechanisms in question are stable over time. Here, reinforcements of appropriate behavior consist of management commendation, monetary incentives and promotions, whereas Academy of Management Best Conference Paper 2003 HR: G3 punishment for the wrong behavior will tend to consist of demanding the person accountable to explain the behavior in question (Anthony, Dearden and Bedford, 1989). Reinforcements and punishments can in the case of bureaucratic control systems be considered to consist of more normative than affective mechanisms, as compared to possible ostracizing in organizations with a high degree of socialization. In the case of bureaucratic control systems, internal candidates will not tend to have the advantage of inherent knowledge of corporate values, to which external candidates do not have access. Therefore, as no internalization of appropriate values is present, external candidates will have a greater possibility of attaining a position, as compared to when organizations use socialization as control mechanism. The competitive situation will be more equal and the possibility and probability of external recruitment is, therefore, increased. However, there may still be higher costs incurred and a higher information uncertainty with external recruitment, as internal candidates may be observed directly. The above arguments do not include a certain prediction that a high degree of socialization will invariably lead to internal recruitment and bureaucratic control systems to an external one. They propose that external recruitment is made possible and, therefore, more likely by the absence of internalized knowledge of appropriate behavior and thinking, as such is instead formalized into rules and regulations. Indeed, this proposition may also include the opposite relationship, where a high degree of socialization may in fact incapacitate employees in terms of new thinking and dealing with new situations (Alvesson, 1993). For example, Wiersema and Bantel (1992) found that organizational tenure in CEOs was negatively correlated with strategic change. This implies that the longer persons stay in an organization, the more will they strive to preserve the organizational status quo and especially so in the case of a high degree of socialization. Thus, if new thinking is required in an organization with a high degree of socialization, due to for example a changing external context, external recruitment may be needed in order for the organization to cope with it. Degree of resistance to attempts of change tends to be related to the degree of institutionalization (Zucker, 1977). Still, the proposed relationship of recruitment being influenced by what value an organization places on firm-specific knowledge holds true, as the inherent knowledge of the internal employees has been transformed from a competitive advantage into a competitive disadvantage. A DILEMMA OF TWO EVILS When deciding on form of control system, the organization will not only communicate and influence its recruitment decision assumptions in terms of internal and external recruitment, it will also influence what conflict it will be affected by when trying to achieve its goals. Inconsistency in one’s theories-in-use leading to no attaining one’s goals or incongruence in what one is doing and what one is saying one is doing, leading to not keeping one’s worldpicture constant. With a high degree of socialization, an organization will tend to have congruence between recruitment policy and recruitment decision assumptions, promoting a positive self-image. The organization will, however, tend to suffer from the conflict of an internally inconsistent theoryin-use in the form of recruitment decision assumptions, as internal candidates will not be the best ones in all situations, although having the advantage of internalized knowledge of corporate values. This conflict may be lessened by prioritizing internal recruitment, which would also Academy of Management Best Conference Paper 2003 HR: G4 avoid incongruence between recruitment policy and recruitment decision assumptions. Just such a case has indeed been promoted by previous research (Chan, 1996), in claiming that external candidates will be recruited only when they are very superior to internal ones, in that employee well-being needs to be promoted for the organization to be able to continue its existence. If instead recruiting the best candidate is prioritized, the organization will instead suffer from the same conflict as organizations with a high degree of bureaucratic control systems. In promoting the best candidate, external recruitment will be more possible as well as probable and the existing employees’ may perceive the incongruence of an internal recruitment policy and external recruitment. As for an organization with a high degree of bureaucratic control systems, the recruitment decision assumptions are internally consistent. However, it will face a conflict of incongruent recruitment policy and recruitment decision assumptions, as the recruitment decision assumptions promotes the recruitment of the best candidate, regardless of organization membership. Although those responsible may not believe in the espoused theory, the incongruence may nevertheless be noticed by employees, who may feel deceived and mistreated in receiving less promotion opportunities. This may lead to consequences such as a lack of motivation for staying with the organization and, in time, a high employee turnover. Furthermore, this conflict would probably not be resolved by the organization boldly admitting to not recognizing organization membership as a variable in recruitment decisions, as this would hardly result in persons wanting to enter into the organization in the first place. In such cases when corporations with a high degree of bureaucratic control systems recruit internally, no incongruence will arise. However, it is unlikely that internal candidates will always be the best ones and, therefore, one of the wo conflicts will tend to arise. The conflicts of inconsistency in recruitment decision assumptions and incongruence between recruitment policy and recruitment decision assumptions may be perceived as the organization breaching the implicit contract of them providing employees with future economic safety, while the employees have fulfilled their part of it by providing the organization with ability (Morrison and Robinson, 1997; Cassell, Juris and Roomkin, 1985). As organizations commonly only succeed in inspiring conditional trust in their employees, any discrepancy in behavior may lead to a distrustful environment (Jones and George, 1998), which is hardly conducive for employee well-being, nor for productivity. Although such mistrust is bad in itself, the situation may worsen if perception of breach of contract evolves into a perception of violation of contract (Morrison and Robinson, 1997), as breach of contract focuses on the cognitive aspect, whereas violation affects the employee emotionally. Whether a breach of contract will evolve into a violation in the perceptions of the employees depends on the perceived magnitude of the discrepancy, how it affects the employee, whether the discrepancy is perceived as purposeful or not, if the procedure leading to the discrepancy is perceived to have been fair and the employee’s overall social relationship with the organization. Thus, in the case of discrepancies caused by the recruitment process, the evaluation will, first, be worsened by employees having a relational contract, i. . it is broad, open-ended and long-term, based not only on monetary elements but also socio-emotional ones such as loyalty and support (Rousseau and McLean Parks, 1993). Second, individual situations will determine perceptions of magnitude and fairness, but perceptions of discrepancies will generally worsen, due to the purposeful breach in deciding on recruiting an external candidate. Counterintuitively, employees will tend to experience less violation if discrepancies in contract are more common than not, which is, however, consistent with unexpected negative events leading to more intense emotional responses than expected ones (Ortony, Clore and Academy of Management Best Conference Paper 2003 HR: G5 Collins, 1988). Therefore, we would expect external recruitment to elicit more severe conflict in organizations with a high degree of socialization than in the case of bureaucratic control systems. As this breach will occur in relation to recruitment decision assumptions and organizational norms, this will probably also increase perceptions of breach of contract. However, as such recruitment will tend not to occur on an extensive basis, the impact on present managers will not be great, unless in the case of filling top management positions with external candidates, thus, extensively lessening internal managers’ possibility of advancement. In the case of organizations with a high degree of bureaucratic control systems, the discrepancies will be more common and relate to not following the recruitment policy, which will probably lessen the impact of such breaches. Nevertheless, such extensive external recruitment will reduce internal managers’ possibilities of advancement. Although this may not lead to recurring perceptions of violation of contract, it may instead infer a state of organizational cynicism (Dean, Brandes and Dharwadkar, 1998) among employees. Such cynicism would then infer a belief that the organization lacks integrity, a negative affect towards the organization and tendencies to disparaging and critical behavior towards it. Such perceptions seem unlikely to improve individuals wanting to join the organization, nor will they tend to improve motivation. Ultimately, evaluation of organization behavior will depend on employees’ beliefs about whether they have been treated honestly and respectfully as well as having received adequate justification for the contract breach (Bies and Shapiro, 1987). Perhaps this is the cause of organizations sometimes specifying their policies by saying that although they are, of course, intended to bring about internal promotion, this has to be re-evaluted in specific cases, such as when recruiting experts or managers. Figure 1 Argyris and Schon’s framework contrasting espoused theory and theory-in-use. Espoused Theory Internal Consistency Congruence Effectiveness Values Internal Consistency Theory-in-use Action Behavioural World Testability REFERENCES AVAILABLE FROM AUTHOR Academy of Management Best Conference Paper 2003 HR: G6 How to cite Recruitment Policy vs Recruitment Process, Essays

Managers - Management - and Organization for Toyota

Questions: Task 1 Briefly explain: manager, management and organisation. Assess the significance of managers in achieving organisational success for a company of your own choice. Task 2 Analyse how size and strategy of a company can affect its organisational structure? Support your answer with relevant examples. Task 3 Scenario: Tesco has said it will close 43 unprofitable stores across the UK, The firm is also shelving plans to open a further 49 new "very large" stores. Additionally, Tesco is closing its staff pension scheme, will make cuts of 250m and reduce overheads by 30%. Shares in Tesco rose by more than 13% on Thursday, as investors welcomed the company's announcements. It comes after two years of troubles at Tesco, which has suffered falling sales, in another development, credit rating agency Moody's downgraded Tesco's rating by one notch to Ba1, equivalent to "junk" status. (BBC, 2015) Discuss Tescos current mission, vision and corporate strategy. Suggest and explain the process that can help Tesco to formulate its corporate strategy for the year 2015. What do you understand by the term organisational culture? Can Tesco improve its performance by changing its culture? Discuss. Answers: Task: 1 Meaning of managers, management, and organization for Toyota As per Peter Drucker managers play an important role in uplifting the quality of production activities. The tasks performed by the managers have to be related to the objectives, organizing, motivating employees, communication the task performances, measuring the performances, and developing people. Managers analyse the challenges that are involved in the business performance and communicate the issue with the management. Toyota is a leading car management companies in the world. The company is involved in the production of hybrid and improved technology cars that functions efficiently. Goals of the company is to offer the best services to the clients, and the steps intended to be followed for achieving the same is interacted with the managers. The objectives are achieved by the company with the help of the managers (Andrews, 2012). Management for Toyota is an important factor. Toyota consistently works towards manufacturing high quality cars, with fewer defects. The management has introduced improved methods for manufacturing, as this helps in reducing the man hours, less wastage, and better space for implementing research and development process. The management of the company has adopted and implemented strategies that eliminate the wastages and makes the best use of the resources. It also introduced new technology and encouraging the staffs to be the quality check and control inspector (Beyer Haug, 2014). The organizational activities of Toyota are quite simple and effective. Structure of the organization has been designed with an intention of executing different tasks, in the best possible manner. In this process the wastages involved with the production activities and the process that needs to be followed for executing the tasks has been designed and communicated with the members. Objective of the organization is to improve the quality of the performance, and provide better work opportunities to the members. This has been done by analysing the objectives of the company and drafting plans to execute the same (Chen C and Huang, 2007). a. Importance of managers in achieving the goals of the company There are different departments that functions together in Toyota. Some of the impotent departments are Human resource management Sales department Marketing Purchase department Research and development (Clemmer, 2003). These departments work in different tangents, and the works has been assigned to the departments by the top management. The tasks are assigned to the lower level employees by the managers who are entrusted with the tasks to execute the works. In this process, the managers are also expected to handle the below mentioned challenges Analyse the seriousness of the internal differences that exists between the members Solve problem between the management and the staffs Handle the staff issues Analyse the performance of the tasks Improve the quality of the performance by introducing better steps for production (Germain, 2007) Task 2: Size and structure of the company can affect the organization structure Organization is formed with an intention of collectively achieving the tasks or the objectives of the company. Such an achievement is not possible by an individual or few people. Structure of the organization is associated with the business competency level, talent, leadership factors, functional relationships, arrangements to execute the tasks, and others. It includes hierarchical levels through which the tasks and responsibilities are shared between different members from various departments. Structure is termed to be the internal patterning and differentiation process that determines the relationships that is required for execution of the tasks at the workplace (Herath, 2007). If the size of the business is small then the organizational structure is flat. It means the tasks are easily distributed and executed by the management. This is also possible due to limited number of people working with the company. The tasks are equally and properly distributed between the members working with the company. In case of larger sized business like Wal-Mart, Tesco, and Toyota the companies follow vertical level for execution of the tasks. It includes different layers or management process. Through such layers the execution of the tasks becomes easy and effective. Such a structure is possible for handing complex and challenging work pressure that exist with the larger sized business houses (Gazi and Zyphur, 2009). The size of the company impacts the work specialization factor that is used for used for sub-dividing the tasks to different departments and staffs. Jobs are broken down into smaller tasks. It is done to enable the specialised staffs to handle the works in the best possible manner. This is not required for companies that has smaller sized business functions. The jobs are assigned to the selected members and the expected quality is interacted with the employees. Structure in the small organization mainly consists of Managers Employees Accountants and others (Liao, 2011) However with larger companies like Wal-Mart and Tesco, there are Managers Quality check HRM Team leaders and others The size of the company affects the departments that are present within the company. In other words, bigger the size of the company higher is the number of departments within the company. Through departments, the challenging tasks are assigned to the managers. The managers need to execute the task along with the team members. Workforce has been assigned the tasks in the best possible manner and the requirements for execution of the task is communicated with the members. Small business houses, usually has less departments. This is because; there is less number of staffs to handle the challenging or simple tasks that exists at the workplace (Nahm,2003). The size and structure also affects the formalization factor. Through this method, the degree of the tasks that exists within the company has identified. This is done to understand the distribution of tasks that has to be assigned to the members. Also, through the formalization method, the company follows the rules and regulations that are followed by the management. The rules are determined by the federal authroities (Penguim, 2003). Task 3: Tesco a. Present mission and vision of Tesco Tesco is one of the popular brands that render quality services to the clients in and around the UK. The company believes in rendering quality and reliable services to the clients. This has been one of the reasons that contributed towards the successful business operational activities. The vision and mission of the company is to achieve long term success factors. This has been done by improving the sales and analysing the factors that causes losses to the management. The business strategies and business practices play a key role in the implementation of the process. At present, Tesco has some units that have not been performing well. This has incurred loss to the company and affected the goodwill of the management. The organizational strategy of the company is to provide the best possible services through which the clients can be retained with the company. For this, the quality of the services that has been proposed to be rendered to the clients has to be improved. The vision of the company has been mentioned below Improve the performance and acquire larger share in the market Adopt modern technology through which the business opportunities can be adopted and implemented by the company Implement innovative ideas and plans that would contribute towards the business growth. Business strategies are prepared after analysing the aims and objectives of the company. The tasks are executed through the departmental based strategies. However, the management intends to reduce the operational expenses by closing the unprofitable units. By setting up units, the company proposes to reach out to new markets and acquire better customer rankings (Vroom, 2006). b. Process for formulating corporate strategy for Tesco Corporate strategy is quite an important factor that would contribute towards the successful business operational activities for the company. Tesco is one of the leading brand companies that have been rendering different type of services to the clients across the world. The present strategy to improve the business performance has been mentioned below- Improved marketing strategies Due to increase in the competition, it has become imperative for the company to adopt and introduce effective marketing strategies. Through this method, it is possible for the management to reach out to maximum number of clients from various segments of the market. Online and off-line marketing strategies has to be improved, as this will increase the product visibility for the company. Strategies for marketing needs to be effective and feasible, as this will help the company to accomplish the tasks (Wolf, 2002). Conduct SWOT analysis Through this method, the company analyse the strengths and weakness of the services that has been rendered to the clients. Strengths of the company is - Brand image Reasonable price Quality products Weakness Tackle the needs of the clients Handling the supply chain management system Opportunities Improved technology Qualified and experienced staffs Threats Competition Rival products and price. Conduct PEST analysis Through this process, the below mentioned factors are handled a. Political - Political factors affect the demand and supply of the products and services that is being rendered by the company. In order to open new branches, the company has to analyse the rules and regulations that has been imposed by the federal authorities. Such rules needs to be followed as this would enable the company to carry out the business performance without interruption.b. Economic - Economic factors affect the demand and supply of the products and services that is being rendered by the company. Price and quality of the products are affected by an increase or decrease in the earning margins of the customers.c. Social - Time is a constraint when it comes to shopping products for regular use. Thus, the company can increase the number of food and non-food items that would serve the purpose of the clients. The company can also provide verities of products to the clients, as this would help in reaching to maximum number of clients.d. Technological - This includes introducin g better methods for analysing the products or the inventory with the company. For this technology needs to be introduce that would help in handling the supply chain management system and carry out the production activities without causing any delays to the work performance. Better technology will enable the company to improve the quality of production and services that is being proposed to be rendered to the clients (Zheng, Yang, and Mclean, 2010). c. organisational culture Organizational culture plays a key role in the development and improvement of the business performance. Tesco has large number of employees who work together. The staffs belong to different cultural backgrounds. It is essential to develop and implement an effective internal work culture through which the performance of the company can be improved. Organizational culture is a process through which the values and cultural beliefs of the company has been shared with the staffs, clients, and stakeholders. The values of the company have a major impact on the performance of the management. Tesco believes in rendering better services to the clients at a reasonable price. Through this method, the staffs are encouraged to work towards the goal achievement that has been followed by the company. The present system needs to be analysed, as this would help in improving the performance for the company. Values are defined and implemented, as this would help in increasing the production process that is being followed by the company. The values have to be developed, as this will help the company to reach out to maximum number of clients from various parts of the country. In this process, the staffs are encouraged to work towards the goal achievement for the company. Thus, the management can improve the internal work structure that would enable the staffs to work better for goal achievement (Vroom, 2006). References Andrews D, 2012. Is There an Organizational Structure for Our Reengineering Business Operation? Enterprise Reengineering, 2012. https://www.efenselink.mil/c3ibpr/prcd 5280.html Beyer D Haug R, 2014. Organizational Culture: Diagnosing a Customer Contact Company. Chen C and Huang J, 2007. 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