CIPD Level 5CO01 Organisational Performance And Culture In Practice Assignment Example

5CO01 Task 1: Understand the connections between organisational structure, strategy, and the business operating environment.

AC1.1 Evaluate the advantages and disadvantages of different types of organisation structures, including the reasons underpinning them.

Answer:

There are different organisation structures, which are characterized by this or that set of pros and cons. The most common organisation structures are: Functional organizational structures are again categorized into the divisional, matrix, and a rather unconventional structural organisation known as a flat structure.

1. Functional structure: This is the type of structure that is marked by the fact that various departments perform different functions of the company. The adavantage of this structure is that it is effective and efficient because it provides for specialisation. But it can also result in misunderstandings and organizational inefficiencies in terms of the lack of teamwork.

2. Divisional structure: This structure is similar to functional structure as well, however there are divisions instead of departments and they focus on particular markets and products. The advantage that organisation gets from this is that it affords greater ability at dividing up work into specialized segments, as well as improving the integration of divisions.

3. Matrix structure: This one structure is a fusion of both the divisional and functional structures of organisational structure. It is a grid of divisions and departments where each division is usually charged with the responsibility of different aspects of the organization. The beauty of such structure is that it ensures that there is close working relationship between the various departments or divisions.

4. Flat structure: This kind of structure is often characterized by their absences of clear working hierarchy, and minimal managerial layers. The benefit of such structure is that it facilitates good information flow and exchange between employees. However, it can also pose a problem in that there can be a directionless issue for which no one is really sure who is in charge of what.

AC 1.2 Analyse connections between organisational strategy, products, services, and customers.

Answer:

It should be realized that organisational strategy, products, services and customers are all linked. A strategy relates to how an organisation plans to achieve its goals & objectives, and this is evident from its line of products & services to customers. These needs and expectation will impact the manner in which these organizations approaches the designing, development and delivery of their products and services. Consequently, customer behaviour will change and be informed more by the available products as well as services.

Organisations need to understand all of these in order to be able to come up with strategies that will enable the organisation to adapt to the changes taking place within the business environment in order to meet the requirements of the customers needed.

AC 1.3 Analyse external factors and trends impacting organisations to identify current organisational priorities.

Answer:

From the case, we see that organisations get influenced by various internal and external factors.

• The political environment that is within which the organisation operates
• Interest rates, inflation and other factors that affect business operation in any economy.
• Cultural factors including demographic status and or changes in lifestyle.
• Technological advances
• Legal factors include for instance newly introduced employment legislation

To be able to know the current organisational priorities organisations have to be informed of these factors. For instance, political changes in the environment may affect the organisation’s capacity to expand its business to the international market.

AC 1.4 Assess the scale of technology within organisations and how it impacts work.

Answer:

Workplaces are changing. Ubiquity is a main driver of that means that technology is getting progressively integrated in a manner that defines how organisations function and how work is produced. A lot of companies are turning to enhance organizational productivity and, interpersonal communication amongst workers to the use of technology. However, as the job environment is fast evolving, so is the need to review the effects of technology on job contentment and efficiency.

It is thus virtually impossible not to agree with the premise put forth by the author that technology has revolutionized workplace. It has enabled us meet with others via social and business media, work while at home and on the move, and provided all the information we need in a single click. Businesses interested in technology have been ready adopt the technologies tools and systems which maybe seen to have such potential returns to have been pointed out but still, more knowledge needs to be made on how technology is affecting organizations and businesses and what the future might be.

5CO01 Task 2: Understand organisational culture and theoretical perspectives on how people behave at work.

AC 2.1 Explain theories and models which examine organisational and human behaviour.

Answer:

Perhaps the most commonly widely accepted theory regarding human and organisational behaviour which is known worldwide is Maslow’s Hierarchy of Needs. This theory was introduced by an American psychologist, Abraham Maslow in 1943 and is categorized into five levels of needs that encourage individuals. These needs are, from lowest to highest: needs for achievement, physical needs, security, affection and inclusion, recognition needs, and finally self-actualization needs.

However, as we see, Maslow considers, that to satisfy the higher level need, every individual has to meet all the lower-order needs successively. For instance, a person will not be motivated to achieve self-actualization (the ultimate human need) if they have not met their basic needs of physiological needs for food and water.

The theory of the Hierarchy of Needs is a good tool of learning about human motivation and behavior because it assists in defining why people behave in a given fashion. For instance, after realizing that the company has not paid him adequately, an employee is more likely to piller from the company to meet his or her basic need.

AC 2.2 Assess how people's practices impact organisational culture and behaviour.

 Answer:

What people do or how they conduct themselves in workplaces significantly defines the organizational culture. Indeed, culture is nothing more but the way that a particular group of people behave. But as we all know that culture encompasses values, traditions and norms that are exhibited by a given society.

But first, let us look at how some of these behaviours may have effects on organisational culture. The current paper demonstrate how one way behaviours can impact on culture by drawing attention to the manner through which employees are influenced by their behaviour. For instance, if employees are harassed, belittled or spoken ill of always, they become equally ill disposed towards the company and all that it stands for. The above mentioned bad attitudes will then manifest in bad behaviours for instance staff truancy or deliberately causing loss.

In another form, behaviours can influence culture in that they provide a model of expected conduct between subordinates. For instance, if managers are vulgar and abrasive, they will probably cultivate a poisonous atmosphere in working places.

Last but not least, behaviours can also be a factor in influencing what type of values and norms are created in any given organization. For example where the employees are encouraged to tell lies or be deceitful then those are the values that will be upheld by the organization.

AC 2.3 Explain different approaches to managing change. 

Answer:

There are a few different approaches that organizations take to managing change.

The first is what we may term as the ‘strategic change model’ whereby change is initiated and conducted at strategic organizational management levels. This is normally a more structured

model which involvesChangeListener themselves planning for these changes and then communicating these by use of corporate management memosｨ

The second approach is what we call the ” bottom-up” approach, that is, change is driven and implemented at the lower level of an organization by employees who are affected by the change process and who, therefore, take proactive roles in the process. This approach is not as formalized and often does not require as much prior planning as the other, but in general may be harder to control.

AC 2.4 Discuss models for how change is experienced. 

Answer:

Change models constitutes a systematized way of capturing how people and organisations go through and respond to change. Tannenbaum and Hanna also proposed three-stage model that covers present state, transition state and future state highlighting the change process from present conditions to future goals. This model established focusing on planning and management of the change effectively.

The coping cycle based on –kubler-ross adaption from grief theory presents such entails stages like denial, anger, bargaining, depression as well as acceptance. It helps to explain which emotions people might demonstrate during change and how leaders can handle resistance with understanding.

Spencer and Adams have also extended the change journey model to Seven Stages to further out describe stages such as stability and immobilization, denial, anger, bargaining, depression, testing and acceptance. Such an approach gives detailed analysis of behavioral and emotional changes and thus helps to sharpen individualized assistance.

Readiness for change involves processes of assessing organization and each individual’s extent of Preparedness the fundamentals of change like culture, communication and leadership support are probed. On the other hand, resistance to change is all about challenge in the form of fear or lack of trust in change.

The four change models in Leviathan integrate these frameworks, organizational cultures, and assert that organizational culture defines how change is perceived. Altogether, these models serve as enclosed systems for handling change, weak links between the emotional, strategic, and cultural aspects.

AC 2.5 Assess the importance of wellbeing at work and the different factors that impact wellbeing.

Answer:

Employer focus on the workforce health, happiness and engagement has been growing with time due to realization by many employers on how wellbeing can influence worker performance.

• The major wellbeing factors are measured by the level of job satisfaction. Happy workers equal to happy producers since they can be trusted to work effectively towards the company’s benefit.
• Operating hours and work-life balance is still another vital facet for this dealing with well-being at work. When the level of perceived time available to employees for personal pursuits is high, then work fatigue and disengagement is low.
• They include working conditions which are also another subtheme marked in literature for wellbeing at work. Customers that deal with the organisations that provide Healthy and Safe structures and facilities for its employees will benefit from the increased output from the employees.
• Company culture is also worth mentioning when speaking about wellbeing at work. The perception that is likely to prompt the employees give their best in organization is that sense of belonging that employees get from the organizational culture.

5CO01 Task 3: Understand how people practice supports the achievement of business goals and objectives.

AC 3.1Discuss the links between the employee lifecycle and different people practice roles.

AC 3.2 Analyse how people practice connects with other areas of an organisation and supports wider people and organisational strategies.

Answer:

There are a few ways in which people practice can support wider organisational strategies:

• By making the workers understand the goals and objectives of the organisation, as well as partner with them to achieve personal objectives in the organisation. This can assists in fostering the purpose and motivation within the human resource capital’s type.
• This has been observed as a way of meeting the human resource needs of the organisation through offering training and development that enables the employees perform at their best for the organisation.
• By establishing appreciation, respect and recognition of people in an organisation which should help in acquiring and developing human capital.
• In other words, through effective management of employees’ relations to avoid conflicts, and to achieve the highest rates of their performance.

AC 3.3Discuss processes for consulting and engaging with internal customers to understand their needs.

Answer:

There are several methods that can be used to consult and involve internal customers to gain their insight into a given organization.

• One way of doing so is by scheduling meetings or seminars with them where they are fully expected to discuss and educate about the do’s and don’ts and new changes, or what should be added on to and removed from the program.
• Another way is to make a habit of sending surveys or poles to get to know their opinion on various sectors within the organization.
• Furthermore, an employee suggestion box with a forum that allows employees to post ideas on how the organisation can be improved will also work.
• In this manner, every business is able to cater with its clients inside ensuring that they are always updating as per the market demands and clients feedback.