Managing People in an Organisation - Tesco Report:
The arrangement of people and duties within a company is referred to as its organizational structure, which aids the firm in achieving its core goals.

Tesco supermarket, according to industry experts, uses a strategic business unit (SBU) style of organizational structure to increase its degree of competitiveness both within and across geographic regions (Hutchings, 2005 p. 354).

The retail chain employs a four-pronged growth strategy, including its primary UK business, global services, non-food services, and retailing services.
One may think of these growth techniques as systems for managing people. Tesco used the functional organizational structure in its early years.

Since it had not engaged in extensive regional and product diversification, its stores in the UK were separated into very simple sections. Because employees can easily comprehend the corporation's operations, command structures, and tasks and responsibilities, this structure is excellent in terms of people management.

The company changed to a divisional organizational structure to better manage its vast number of employees and its international operations. The divisional organizational structure divides separate departments and storefronts into independent units that can react to environmental cues on their own.