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d that they didn’t just want to talk about
there working conditions or supervision. These to factors and the
limited information gathered by the set questions lead to a more open
end of interviewing technique were the employees talked about a
variety of things such as home life. Unfortunately the interviews had
to be stopped due to depression.

The final experiment took place in bank wiring room. The experiment
looked at 14 men and the subgroup that had a risen from these men. The
group was formed with natural leaders rising. The group also managed
to make there own norms and behaviour. Although these men were given
financial incentive if they increased the expected workload they
refused and settled for a target well below there capability. This
showing that group pressure was stronger than the financial incentives
that the company had to offer.

These experiments noted that the workforce go to work in order to
satisfy a variety of needs and not just monetary needs. Human
relations approach looks at the people rather than the organisation
and recognises the work organisation as a social organisation and the
importance of the group.

Contingency theory reverts back to the structure of the business
rather like the classical approach. It states that the structure has
significant influence on the organisational performance. The
contingency approach also highlights that different structures suit
different companies. The success and the structure of the business is
set upon the nature of the task. The best structure and system of
management is then based upon the contingencies of that situation of
each individual organisation.

The company that I have looked at is Tesco. Tesco has a human
relations approach to business. The management is rather informal and
the company knows the importance of keeping their workforce happy.
Tesco achieves this by giving worker benefits such as:

* 10% discount off all items in store.

* Discounted staff meals.

* Free Tea and Coffee.

Tesco also understand the need to listen to there staff. They have
staff reviews after one month of a new employee starting and then
every six months thereafter. In the reviews the section manager of the
employee review the work of the employee and asks about the employee
needs and if they have any problems. However this does not mean that
an employee has to wait for six months before bring up any problems.
The managers are easy to talk to and keep the staff motivated.

Tesco has a flat hierarchical structure containing five levels from
store manager to General assistant (see appendix A). Only having five
levels means that the section managers have large spans of control
with each having between 15 and 30 employees in there control. Tesco
has also adopted the use of functional grouping into there structure.
This allows the different sections of Tesco to specialise in there
tasks. E.g Produce – specialising in fresh fruit and vegetables.
Functional grouping creates a cohesive work group; this means that
there is a strong sense of a team with in the different sectors.
However this is also a draw back, having a strong team through
individual departments creates hostility between the departments such
as ‘It’s not my job to do that’.

Tesco organi