cipd level 5 5co01 assignment

CIPD Level 5 Module: Performance and Culture (5CO01)

This unit examines the connections between organisational structure and the wider world of work in a commercial context. It highlights the factors and trends, including the digital environment, that impact on business strategy and workforce planning, recognising the influence of culture, employee well-being and behaviour in delivering change and organisational performance.

Unit details

• Specialist unit

What will you learn

You will learn about the connections between organisational structure, strategy and the business operating environment. You will analyse external factors and trends and assess organisational priorities and issues, including the scale of technology within organisations. You will also interpret theories and models of organisational and human behaviour and the drivers for change. In addition, you will examine how to build diversity and inclusion that aims to promote a positive culture. Finally, you will evaluate the relationship between the employee lifecycle and your work and how people practice connects and supports wider people and organisational strategies, focusing on how to support internal customer needs and ensure that business goals and objectives are delivered in line with customer requirements.

This unit is suitable for persons who:

are aspiring to, or embarking on, a career in people management

are working in a people practice role and wish to contribute their knowledge and skills to help shape organisational value

are working towards or working in a people manager role

Learning outcomes

On completion of this unit, learners will:

Understand the connections between organisational structure, strategy and the business operating environment.

Understand organisational culture and theoretical perspectives on how people behave at work.

Understand how people practice supports the achievement of business goals and objectives.

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5co01 organisational performance and culture in practice

• October 13, 2022
• Posted by: Fletcher Samuel
• Category: CIPD Level 5

5CO01 is a unit that provides insights into the relationships between an organisation’s organisational structure and its commercial factors. It describes all of the modes and factors involved in delivering organisational change and performance. Learners must comprehend the organisational structures associated with:

• Importance of having a business strategy and planning in the digital environment
• Employee well-being is influenced by an appreciative culture.

Learning objectives

Learners will be able to develop skills in the following areas:

• The relationship that exists between organizational structure, strategy, and the physical business environment.
• Analyze the factors and mode of external operations in order to assess an organization’s challenges and priorities.
• Explain theories and human behaviors in an organization, as well as the factors that cause change.
• Consider how to capitalize on diversity and inclusion to foster a positive culture.
• Examine the connection between an employee’s lifecycle and their job. Examine how people use organizational strategies to promote internal needs and achieve organizational goals.

The connection between organisational structure, strategies and physical environment

Learners will gain an understanding of how to assess the strengths and weaknesses of various organizational structures and why they should be supported. Different types of organizations have different products, services, and customers. They gain knowledge about evaluating the connections between organizational strategy, revenue generation methods, products, services, and customers. This can be accomplished by analyzing how external circumstances and business environments shape corporate organizational strategies, organizational perception and performance, strategy establishment and implementation, revenue-generating mode and methods of formulating strategies, and the concept of how to integrate strategies both horizontally and vertically.

Learners describe the mode and factors that have an impact on the external organization. This can be accomplished by employing reliable methods for analyzing legal regulations, the significance of the organizational lifecycle, and the market. Analyzing external factors influences organizational competitiveness and government policies. International and global factors, as well as international bodies, influence organizational decisions. When attempting to understand an organization’s external environment, demographics, social and technological insights, the importance of technology, and how trends affect an organization’s priorities are all important factors to consider.

Learners examine current organizational priorities, issues, and root causes. Organizational construction, differences in work sessions, and new products and services are examples of such priorities and issues. Other issues include working in a remote location, business expansion, financial targets, customer initiatives, reorganization, technology development, labor shortages, new product development, skill shortages, and restructuring.

The unit explains how people’s behaviors affect an organization’s structures and systems. It examines how people professionals can influence organizational structure and systems such as strategic influence, business partnerships, and organizational arrangement, staff capability, talent management, and identifying organizational priorities.

The unit evaluates the level of technology in an organization and how it affects work. Analyzing the functioning equipment, updating work systems in an organization, work systems, technology implementation across an organization, level of technological support, and organization technology spend can all be used to assess the level of technology.

Organisational culture and actual outlook of the way people behave at work

Learners gain understanding of how to interpret people’s and organizations’ behaviors. This can be accomplished by examining how people and organizations behave. For example, the model of behavior in team performance is evaluated in order to comprehend the organizational culture. System theories, nudge theory, and high-performance organizational theory are models that effectively explain different workplace cultures. Leadership and management, group dynamics, organizational support, and motivational theory all attempt to explain human and organizational behavior.

Learners assess the factors that drive change and how those changes are felt. There are several change management approaches, including Lewin’s three-step change model, Kotter’s eight-stage model, planned model of change, drivers of change, environmental model of change, and levers for change.

The unit describes how diversity and inclusion are implemented in the workplace to foster a positive culture. The concepts of diversity and inclusion are well defined while also outlining current diversity and inclusion legislation. The unit sheds light on the impact of culture in the absence of diversity and inclusion. Learners gain proficiency in assessing organizational culture and theory models, assessing the stages of culture in an organization, and outlining cultural classifications. Fair processes and policies, shared skills and knowledge, employee engagement, voice and involvement, shared beliefs, and organizational learning all contribute to a positive culture.

The impact of people practices on organizational culture and behavior determines how people behave at work. This can be determined by observing how much people practice influences people’s behavior. People can be champions for better work and better working lives, for example, by modeling their behavior through role models and policies. Furthermore, beliefs and values, trust, motivation when someone is rewarded, people attitudes toward provisions and learning, and the value an organization places on employees all influence the potential for impact.

The unit investigates the significance of employee well-being at work as well as the factors that influence well-being. This can be accomplished by assessing how employee well-being affects employee engagement, purpose at work and job satisfaction, motivation, physical and mental health, resilience, and self-status. These are all associated with: psychological work-life balance and family challenges; motivation, for example, expectancy theory, where employees put forth effort to perform in order to be rewarded; employee commitment level and issues arising from this such as punctuality, absenteeism, efficiency and capability, relationships stress and conflicts.

How people practice contributes to attaining organisational goals and objectives.

The unit assesses the overview of people’s practice roles at each stage of the lifecycle and how they progressively evolve while providing a firm evaluation of the relationship between employee lifecycle and work-life. Attraction, recruitment, induction, engagement, succession, exit, and post-employment connections are all components of the employee lifecycle.

People practices are related to organizational areas, such as helping others and implementing organizational strategies. This is accomplished by evaluating the links between specific areas of people practice such as human resources, learning and development, and other organizational aspects. The links between some regions of people practice and function making strategies, the links between people practices and organizational functions, the services provided by some regions of people practice and their support in an organization, and the methods by which strategies for people practice are acquired, employees, and organizational support

The unit outlines the current themes that define how people practice carrying out their work in specific areas. This is significant in terms of providing a solution to work challenges encountered in various work settings and environments. Learners examine how current insights shape people’s work in the internal and external environments.

Students will examine the processes of consulting and engaging with internal clients to better understand their needs. This is accomplished by conducting a consultation process to understand how people practices work on internal customer needs, caring out stakeholder analysis, conducting consultation and communication processes, and conducting an activity need analysis.

Learners will have the opportunity to discuss the critical components of project planning strategies that ensure project completion while meeting the needs of the customers. These components include planning, such as setting goals, milestones, assessing risks, gathering resources, costs, and interrelationships; project management, such as conception, development, realisation, and termination; and developing strategies to assist a project in meeting its requirements. For example, the leadership will communicate with stakeholders on a regular basis and will engage in activities that aid in monitoring and evaluation.

AC 1.1 Evaluate the advantages and disadvantages of different types of organisation structures including the reasons underpinning them.

Prior to assessing the benefits and drawbacks of various organizational structures, it is critical to understand the concept and its application in the organization. Structure of the organization According to Maduenyi et al. (2015), organizational structure refers to how different organizational activities are carried out in order to achieve the firm’s goals and objectives. These activities may include enforcing the rules and assigning individual responsibilities. Organizational structure also includes how information flows between different levels of the organization. Flat and hierarchical structures are both common.

Hierarchical: This structure is described as a pyramid, with clear authority and levels within the company. Except for the chief executive officer, every individual in the company who follows this structure is a subordinate to another (CEO). Figure 1 illustrates an example of such a structure.

A flat organizational structure is in contrast to a hierarchical one. There are few or no levels between the leadership and management and the employees, as the name implies. This structure is distinguished by less supervision and employee involvement in decision making.

Table 1 summarizes the advantages and disadvantages of the two structures.

AC 1.2 Analyse connections between organisational strategy, revenue generation, products, services and outcomes.

Organizational strategy refers to the actions and activities that a company plans to take in order to achieve its goals and objectives. These actions constitute the strategic plan and necessitate extensive participation from all organizational departments and levels. According to Katuse (2021), organizational strategy is based on several factors such as resources, organizational goals, innovation, and employee learning and development. Corporate, business, and functional strategies are the three types of organizational strategies.

• Organisational Strategy and Revenue

The connection between strategy and revenue generation is centered on how businesses adapt to changes and establish priorities and directions. Outlining the business direction is part of organizational strategy. This ensures that the company meets its goals and maintains its competitiveness, as evidenced by high revenue. Furthermore, an organizational strategy ensures that the firm’s approaches and products are in line with the needs of its customers. This increases the firm’s market share, which increases revenue.

• Organisational Strategy and Products, Services, and Outcomes

The development of an organizational strategy entails the creation of a plan that ensures the firm adapts to current market trends and dynamics. Changing customer needs and preferences are among these trends. This implies the need for a wide range of products and services that not only meet the needs of customers but also align with future trends. For example, in the banking sector, the majority of companies are currently focusing on implementing information and communication technology (ICT) to improve service delivery. These approaches serve as the foundation for achieving business objectives. Another aspect of organizational strategy is the simplification and clarification of decision-making processes, which is critical in increasing profits and achieving the firm’s vision and goals. An effective organizational strategy is aligned with the goals and objectives of the company and ensures that all key performance indicators (KPIs) are met.

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AC 1.3 Analyse external factors and trends impacting organisations.

Ac 1.4 assess current organisational priorities and the associated issues and causes., ac 1.5 explain how people practices impact on organisational systems and structures., ac 1.6 evaluate the scale of technology within organisations and how it impacts work., ac 3.3 discuss key themes that currently shape the work of an area of people practice and how these impact on the provision of people solutions., video summary.

• CIPD, 2020. Organisation design. CIPD Factsheet. Available [online] at: https://www.cipd.co.uk/knowledge/strategy/organisational-development/design-factsheet# [Accessed December 26, 2021].
• Katuse, P., 2021. Employee Perceptions on Organisational Strategy Implementation in Covid 19 Era. Indian Journal of Economics and Business , 20 (3).
• Maduenyi, S., Oke, A.O., Fadeyi, O. and Ajagbe, A.M., 2015. Impact of organisational structure on organisational performance.

Related Articles:

• CIPD LEVEL 5
• 5co01 Assignment Example

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5CO01 Organisational Performance and Culture in Practice

• August 23, 2021
• Posted by: Harry King
• Category: CIPD Level 5

About this unit

This unit focuses on exploring the relationship between the structure and general environment of organisations in business operations. It also points out the current trends and factors impacting organisations. These trends and factors can either be internal or external and include aspects such as workforce planning and digital advancements affecting the running of the business. This unit also helps learners determine how organisational culture impacts the business, employee management, and behaviour in helping the organisation transform and the firm’s performance.

What you will learn

This unit provides learners with vast knowledge of the connection between the employees and the structure of an organisation. As a result, learners can be able to assess organisational culture quickly.  Studying an organisation’s culture enables learners to learn how its planning and strategies impact the performance of an organisation. As a result, the unit attempts to show that organisational performance is primarily affected by its culture. Additionally, this unit will also teach learners about the relationship between the work environment, the strategy, and the structure used by organisations. The learner will be required to analyse the external trends and factors that affect the business operations of organisations. Also, learners will learn the main issues and priorities of organisations, such as technology scale. In this unit, the student will be required to interpret the models and theories that define human and organisational behaviour and factors influencing organisational change. In addition, the student will be required to understand how to enhance an excellent organisational culture through the development of diversity and inclusion. Lastly, this unit will also enable learners to understand the relationship between employee responsibilities, their lifecycle in the firm, and how the proper management of people practice enhances organisational and individual strategies. As a result, learners will be able to determine internal methods that could help promote the welfare of customers while also enhancing the achievement of business objectives and goals.

This unit is suitable for persons who

This unit is essential for the following groups of people:

• Those who are working to be or are already in a people manager responsibility.
• Those working under a people practice responsibility and want to shape the value of organisations by contributing their skill and knowledge.
• Those who are enthusiastic about working or already working towards obtaining a career under people management in organisations.

Learning outcomes

After completing this unit, learners will be able to meet five main learning outcomes as shown below. These outcomes are further divided into a number of sub-divisions. The learning outcomes will enable them to understand:

• The relationship between the organisational working environment, strategy and structure used to run business operations (Learning outcome 1).
• The external trends and factors that impact an organisation’s business operations, as well as the issues and priorities that businesses develop over time (Learning outcome 2).
• The theories and models define human and organisational behaviour and the factors that propel firms to effect a transformation process (Learning outcome 3).
• The methods used to enhance a positive culture in an organisation through the development of inclusion and diversity (Learning outcome 4).
• The connection between the responsibilities and lifecycle of employees within a work setting and how organisational strategies are also connected to the integration of organisational goals and objectives to customers’ requirements to achieve the organisation’s goals (Learning outcome 5).

What are the entry requirements?

Currently, there are no formal requirements that candidates should possess to enrol for the unit. However, most institutions have their unique diagnostics to ensure that candidates have adequate qualifications to study for organisational performance and culture in practice (5CO01). For example, in most institutions, one needs to have a certificate showing qualifications in CIPD Level 3 foundation in People Practice, HR Practice, or an equivalent of the course. Also, some institutions require candidates to have working experience under a support role based on HR. Additionally, institutions also look to attract individuals who are either working in or are looking to work under an HR partner or advisor role.

In most cases, enrolling on the course requires candidates to have appropriate comprehension of the English language. However, institutions also follow the CIPD policy whereby learners are provided with guidance on enrolling for the program if English is not their first language. These diagnostics ensure that learners can achieve the unit’s learning outcomes after completing and comprehend the unit’s requirements and literacy.

How we can help

Our responsibility is to offer writing services for students who need their organisational performance and culture in practice (5CO01) assignments done. We have a team of experts whose primary work is to facilitate good work, reducing the burden of handling the tedious work yourself. Our team comprises well-qualified individuals who ensure that clients are provided with the best grade in their research and projects.  We have got the back of learners and academicians who have a hard time comprehending the basics of the unit. We also help tutors who need to organise their work in a less complex and understandable manner for learners. When using our services, clients should expect the highest level and quality of work. Our services are error-free, unique and well presented in a way that is organised and factual. We also offer services based on the requirements of clients. Once an assignment is sent to us, our team of experienced experts will review the academic process before working on it, ensuring that the best quality of work is presented afterwards. Based on factual data and information, the assignment will be easy to read and understand, less complex, and insightful at the same time. After being completed, the work will be passed through a plagiarism test to ensure it is unique. Our main job is to ensure that every client working with us is provided with the desired academic success.

Resources used for the unit

There are various publications that are provided for learners wanting to pursue this unit. The following are a few of them that are widely used by institutions all over the world.

Armstrong, M. (2020) Armstrong’s handbook of strategic human resource management. 7th ed. London: Kogan Page.

Armstrong, M. and Taylor, S. (2020) Armstrong’s handbook of human resource management practice. 15th ed. London: Kogan Page.

Beevers, K., Hayden, D. and Rea, A. (2019) Learning and development practice in the workplace. 4th ed. London: CIPD Kogan Page. Block, P. (2011) Flawless consulting: a guide to getting your expertise used. 3rd ed. San Francisco, CA: Pfeiffer.

Boxall, P. and Purcell, J. (2015) Strategy and human resource management. 4th ed. London: Palgrave Macmillan.

Cheung-Judge, M.Y. and Holbeche, L. (2015) Organisation development: a practitioner’s guide for OD and HR. 2nd ed. London: Kogan Page. [Forthcoming, 3rd ed., June 2021.]

Cureton, P. (2017) Developing and using consultancy skills (e-book). London: CIPD Kogan Page.

Garden, A. (2016) The roles of organisation development. Abingdon: Routledge. Horn, R. (2009) The business skills handbook. London: CIPD Kogan Page.

Houghton, E. (2020) Strategic human resource management. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/hr/stra tegic-hrm-factsheet

Houghton, E. and Young, J. (2019) Organisational culture and cultural change. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/culture/working -environment/organisation-culture-change

Human Resources Available at: www.hrmagazine.co.uk/ People Management Available at: www.peoplemanagement.co.uk

Li, J. H., & Voola, R. Organisational culture and organisational performance: The mediating effects of managerial competence.

Personnel Today Available at: www.personneltoday.com/ Online resources

Sharp, S. and Green, M. (2020) Organisation development. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/organi sational-development/factsheet

Stewart, J. and Rogers, P. (eds) (2012) Developing people and organisations. London: CIPD Kogan Page.

Taylor, S. and Woodhams, C. (eds). (2016) Human resource management: people and organisations. 2nd ed. London: CIPD Kogan Page.

Thomas, M. (2004) High-performance consulting skills: the internal consultant’s guide to value-added performance. London: Thorogood.

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CIPD Level 5_5CO01 Organisational performance and culture in practice

Introduction.

5CO01 is a unit that examines the relationship between an organisation’s structure and the wider commercial context. It discusses all the factors and trends of delivering change and organisational performance. The unit helps the learners understand the impact of having a business strategy and an effective organisational culture. This unit explores the linkages between a company’s internal structure and the larger business landscape. It emphasises the various factors and currents, such as digital advancements, that affect business strategies and workforce planning. It also recognises the impact of organisational culture, employee well-being, and behaviour on implementing change and enhancing organisational performance.

Learning objectives

The main aim of this unit is to help learners develop skills in the following areas:

• The relationship exists between organisational structure, strategy, and the operating business environment.
• You will examine external elements and patterns and evaluate the organisation’s priority areas and challenges, including the extent of technology used. Explain theories and human behaviours in an organisation and the factors.
• You will also comprehend theories and frameworks of organisational and human behaviour and the factors that drive change.
• You will study the methods for creating diversity and inclusivity to foster a positive work environment.
• You will assess the connection between the various stages of an employee’s career and your work and examine how people management practices support larger organisational strategies and customer needs. You will focus on how to meet internal customer demands and align business objectives with customer requirements.

The relationship between organisational design, plans and physical work environment

Students will learn the following:

• The pros and cons of different organisational designs and why they should be reinforced.
• The variations in products, services, and customers among different types of organisations.
• How to examine the relationships between organisational strategies, methods of generating income, products, services, and customers by analysing how external factors and business conditions impact corporate strategies, organisational image and performance, strategy formation and execution, revenue-generating modes, and the process of developing strategies.
• How to identify the forces and elements that affect the external environment of an organisation
• How to analyse the current priorities, challenges, and underlying causes facing the organisation such as design, work arrangements, and new products and services.
• The impact of human behaviour on a company’s structures and processes.
• The extent of technology uses in an organisation and its impact on work.

Organisational culture and actual outlook of the way people behave at work

Students will gain a better understanding of the following;

• The organisational culture and the actual behaviour of employees in the workplace.
• How to analyse human and organisational behaviour by examining behaviour models in team performance to understand the organisational culture.
• The drivers of change and the impact of those changes.
• Various change management methods, such as Lewin’s change model and Kotter’s change model.
• The importance of diversity and inclusion in the workplace for creating a positive work environment.
• How to evaluate organisational culture and theories, identify the stages of culture within an organisation, and understand different cultural classifications.
• The effect of people’s practices on organisational culture and behaviour, such as beliefs and values, trust, rewards, attitudes
• The significance of employee well-being in the workplace and the factors influencing it, such as employee engagement, job satisfaction, and motivation.

The impact of people practices in attaining organisational goals and objectives

Students will learn the following;

• The evolution of people’s roles in the different stages of the employee lifecycle, such as attraction, recruitment, induction, engagement, succession, exit, and post-employment connections.
• The relationship between the employee lifecycle and work life is thoroughly evaluated.
• The connections between people practices and various organisational aspects, such as human resources, learning and development, and how they support the implementation of organisational strategies
• The current themes influence people’s work practices in different work settings and environments.
• How to consult and engage with internal clients to understand their needs, including conducting a stakeholder analysis, communication processes, and activity need analysis.
• Components of project planning strategies include planning, project management, and developing strategies for successful project completion, such as regular communication with stakeholders and monitoring and evaluation activities.

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AC 1.4: The Scale of Technology within Organisations and its Impact on Work

Organisations have immensely benefited from the technological revolution even as some corporate actors point out to dangers present when technology appears to take off in a more accelerated speed much more than organisations can bear. The Chartered Institute for Personnel and Development (CIPD) has consistently tracked the interaction of employees with technology placing the impact on organisations under focus (CIPD, 2020). One of the key takeaways is that technology has risen to the position of a partner to employees around the world. A workstation that required handwritten memo can now circulate memos through such tools as email, team-based digital platforms i.e Slack, TEAMS and WhatsApp groups. Web conferencing capacities now enable remote-based working processes. Facilities have access to technology that can accelerate the creation of more efficient applications and programs clearing the way for accelerated performance and a high value for money. CIPD’s 2020 report on employee experience around technology presents that a bulk of current people roles will be automated in a decade or so (CIPD, 2020). The automation implies a huge reduction on errors and a rise in reliability and delivery.

Employees have reported substantive changes in work execution after absorbing technology in their duties. CIPD reports that 32% of employees have reported changes in the use of technologies over the last one year (CIPD, 2020). About 505 of the employees surveyed by CIPD indicated the need to update their skills and match the outputs advanced by technology (CIPD, 2020). Organisations should interpret such findings to imply increased responsibility around facilitating more engaging workplaces for employees. For example, facilities should expose communication workers to consistent tool use training capable of empowering the employees into useful use of technologies. A member of staff in the communication department will not appreciate the value of web conference tools if they cannot understand mechanisms of using them.

Organisational stakeholders across various industries do promote the observation that too much workplace automation could lead to massive job losses for ‘conventional’ employees. The bulk of stakeholders promoting this position are unions, governments and employees. However, it is notable that automation amplifies efficiency and paves way of the rise of bigger and more vibrant institutions. Strengthening the institutions leads to widened opportunities. It is in the interest of organizations through their collective lobbies and associations to impress on employees that competitive industries imply increased openings. Further, technology keeps on expanding the entrepreneurial space. Start-ups offering technology support services are rising by the minute and the present extremely new workplace positions. More attention on technology-facilitated collaboration enhances organisational intersection and facilitates the insight necessary to illustrate new directions. Organisations appropriating resources towards showing employees how technology can qualify as a workplace partner are playing a right part in taking employees to the next level.

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CIPD 5CO01 Organizational Performance and Culture in Practice Assignment Example UK

While learning and understanding the organizational performance, its culture is significant to understand first since the performance and culture affect each other. This module will provide in-depth knowledge of the relationship between structure and employees of the workplace. By connecting with the culture of an organization, this module will discuss the impact of the organization’s strategies and planning on performance.

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To understand the relationship between the structure, strategy, and operational environment of an organization, the module focuses on the first learning outcome. Understanding the strategies is not the only aspect that is important when focusing on the better performance of the business.

Thus, analyzing external factors and issues in the working assets, employee behavior, employee lifecycle, and building diversity are also having greater importance which is going to be discussed in the later parts of the learning outcomes of the module.

Here, we will discuss 5CO01 assignment example and can help you with 5CO01 presentation . Now, let’s see some of the possible examples from each of the objectives of the module.

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CIPD 5CO01 Assignment Activity 1: Understand the connections between organisational structure, strategy and the business operating environment

1.1 evaluate the advantages and disadvantages of different types of organisation structures, including the reasons underpinning them..

There are a variety of organisation structures, each with its own advantages and disadvantages. The most common organisation structures are: functional, divisional, matrix, and flat.

1. Functional structure: This type of structure is characterised by departments that are responsible for different parts of the business. The advantage of this type of structure is that it allows for specialisation and efficiency. However, it can also lead to communication problems and lack of coordination.

2. Divisional structure: This type of structure is similar to the functional structure, but instead of departments there are divisions which deal with specific products or markets. The advantage of this type of structure is that it allows for more specialisation and better coordination between divisions. However, it can also lead to communication problems and duplication of effort.

3. Matrix structure: This type of structure is a combination of the functional and divisional structures. It consists of a grid of departments and divisions, with each division having responsibility for different parts of the business. The advantage of this type of structure is that it allows for better coordination between departments and divisions. However, it can also lead to communication problems and confusion over who is responsible for what.

4. Flat structure: This type of structure is characterised by a lack of hierarchy and a flattened management structure. The advantage of this type of structure is that it allows for better communication and coordination between employees. However, it can also lead to a lack of direction and clarity over who is responsible for what.

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

Organisational strategy, products, services and customers are all interrelated. An organisation’s strategy defines its direction, and this is reflected in the products and services it offers to customers. The way an organisation goes about designing, developing and delivering these products and services will be influenced by the needs and expectations of its customers. In turn, customer behaviour will be influenced by the products and services available to them.

It is important for organisations to understand these relationships in order to be able to develop strategies that are responsive to changes in the business environment and that can meet the needs of their customers.

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

Organisations are impacted by a variety of internal and external factors. These include, but are not limited to, the following:

• The political environment in which the organisation operates
• The economic environment, including interest rates and inflation
• Social trends, such as demographics and lifestyle changes
• Technological advances
• Legal changes, such as new employment legislation

Organisations need to be aware of these factors in order to understand the current organisational priorities. For example, if there is a change in the political environment, this may impact the organisation’s ability to trade internationally. If there is an economic recession, the organisation may need to focus on cost-cutting measures. If there is a change in social trends, the organisation may need to adjust its marketing strategy.

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

Workplaces are changing. Technology is playing an increasingly important role in determining how organisations operate and how work gets done. Many organisations are looking to technology to improve efficiency, communication and collaboration among employees. But with the rapidly changing landscape of work, there is also a need to reassess the impact of technology on job satisfaction and employee productivity.

There is no doubt that technology has transformed how we work. It has allowed us to connect with colleagues and clients from anywhere in the world, made it possible to do our jobs from home or on the go, and given us access to a wealth of information at our fingertips. Tech-savvy companies have been quick to adopt new tools and systems that offer potential benefits like these, but there is still a lot to learn about how technology is impacting the workplace and what the long-term implications may be.

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

2.1 explain theories and models which examine organisational and human behaviour..

One of the most popular theories when it comes to examining organisational and human behaviour is Maslow’s Hierarchy of Needs. This theory was proposed by American psychologist Abraham Maslow in 1943 and states that there are five hierarchical categories of needs that motivate humans. These needs are, from lowest to highest: physiological, safety, love/belonging, esteem and self-actualization. According to Maslow, humans must satisfy each need in turn before progressing to the next stage. For example, a person will not feel motivated to achieve self-actualization (the highest level of need) if their basic physiological needs (such as food and water) are not met.

The Hierarchy of Needs theory is a useful tool for understanding human motivation and behaviour as it can help to explain why people act in certain ways. For example, if an employee feels that their basic physiological needs are not being met (e.g. they are not being paid enough), then they may be more likely to engage in behaviours that satisfy those needs, such as stealing from the company. Alternatively, if an employee feels that their safety needs are not being met (e.g. they feel unsafe at work), then they may be more likely to engage in behaviours that satisfy those needs, such as calling in sick or leaving early.

2.2 Assess how people practices impact on organisational culture and behaviour.

There’s no doubt that the way people behave and interact within an organization has a big impact on the culture. After all, culture is simply the collective behaviour of a group of people. However, it’s important to remember that culture is also shaped by factors such as values, traditions, and norms. So while behaviours definitely play a role in creating organizational culture, they’re not the only factor.

That said, let’s take a closer look at how different behaviours can impact organizational culture.

• One way behaviours can influence culture is by shaping employees’ attitudes. For example, if employees are constantly put down or treated badly, they’re likely to develop negative attitudes towards the company. These bad attitudes will then translate into bad behaviours, such as absenteeism or sabotage. On the other hand, if employees are treated well and given plenty of opportunities to grow, they’re likely to develop positive attitudes towards the company. These good attitudes will then lead to good behaviours, such as high levels of productivity and loyalty.
• Another way behaviours can impact culture is by setting the tone for how employees interact with each other. For example, if managers are rude and dismissive, they’re likely to create a tense and hostile work environment. This type of environment will make it difficult for employees to build relationships and trust each other. On the other hand, if managers are friendly and supportive, they’re likely to create a more positive work environment. This type of environment will make it easier for employees to build relationships and trust each other.
• Finally, behaviours can also impact culture by determining what type of values and norms are established within an organization. For example, if employees are encouraged to be dishonest or cut corners, then those values will become a part of the organizational culture. On the other hand, if employees are encouraged to be honest and follow the rules, then those values will become a part of the organizational culture.

As you can see, behaviours play a very important role in shaping organizational culture. If you want to create a positive and productive work environment, it’s important to encourage positive behaviours among your employees.

2.3 Explain different approaches to managing change.

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

The first is what we call the “top-down” approach, where change is initiated and managed from the top levels of management within an organization. This tends to be a more formalized approach, where changes are planned out and then implemented through company-wide directives.

The second approach is what we call the ” bottom-up” approach, where change is initiated and managed from the bottom levels of an organization – usually by employees who see a need for change and then take action to implement it themselves. This can be a more informal approach, with less planning involved, but it can also be more difficult to manage overall.

Lastly, there is what we call the ” outside-in” approach, where change is initiated from outside of the organization – usually by customers, suppliers, or other stakeholders. This can be a very effective way to manage change, but it can also be more difficult to control.

2.4 Discuss models for how change is experienced.

There are a number of different models for how change is experienced, but one of the most popular is William Bridges’ three-stage model. This model posits that there are three stages to any change: ending, starting, and continuing.

The first stage, ending, is when people let go of the old way of doing things and begin to see themselves in a new light.

The second stage, starting, is when people begin to implement the new changes and start to see the benefits of them. The third stage, continuing, is when people fully integrate the changes into their lives and work, and they become a part of the new culture.

The three-stage model is a useful way to think about how change is experienced, but it’s important to remember that not everyone will go through all three stages.

Some people may only experience the first stage, while others may skip straight to the third stage. And, of course, there are always people who will resist change and never fully accept it. The key is to remember that change is a process, and that everyone experiences it differently.

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

Wellbeing at work is becoming increasingly important as more and more employers recognise the impact that it can have on employee productivity and engagement. There are a number of different factors which can impact wellbeing at work, including job satisfaction, work-life balance, working conditions and company culture.

One of the key drivers of wellbeing at work is job satisfaction. Employees who are satisfied with their jobs are more likely to be engaged and productive. There are a number of different ways to measure job satisfaction, but some common factors include feeling valued by your employer, having interesting and challenging work, and being fairly compensated for your efforts.

Work-life balance is another important factor when it comes to wellbeing at work. Employees who feel like they have a good work-life balance are less likely to experience burnout and are more likely to be engaged with their work. There are a number of different ways to achieve a good work-life balance, including flexible working arrangements, taking regular breaks and using your annual leave entitlement wisely.

Working conditions are another important factor when it comes to wellbeing at work. Employees who work in Healthy and Safe conditions are more likely to be productive and engaged. There are a number of different ways to improve working conditions, including providing proper ergonomic furniture, ensuring adequate lighting and ventilation, and offering on-site childcare facilities.

Company culture is another important factor when it comes to wellbeing at work. Employees who feel like they fit in with the company culture are more likely to be engaged and productive. There are a number of different ways to improve company culture, including providing training and development opportunities, offering employee discounts, and organising social events.

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

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

The employee lifecycle describes the stages that employees go through during their time with an organization, from recruitment to retirement. Different people practice roles support different stages of the employee lifecycle. For example, HR Business Partners may be involved in succession planning, which supports the retention stage of the employee lifecycle. Learning and Development practitioners may be involved in onboarding new employees, which supports the induction stage of the employee lifecycle.

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

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

• By ensuring that employees are aware of the organisation’s goals and objectives, and aligning their own individual goals with these. This can help to create a sense of purpose and motivation within the workforce.
• By providing training and development opportunities that help employees to be their best and contribute effectively to the organisation.
• By creating a positive and supportive culture within the organisation, which can help to engage and retain employees.
• By managing employee relations effectively, in order to minimise industrial disputes and maximise employee productivity.

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

There are a few different ways to consult and engage with internal customers to ensure that their needs are being met by the organization.

One way is to have regular check-ins or meetings with them where they can provide feedback on what is working well and what could be improved.

Another way is to send out surveys or polls on a regular basis to get their thoughts and opinions on various aspects of the organization.

Additionally, it can be helpful to set up a suggestions box or an online forum where employees can share their ideas and suggestions for how the organization can improve.

By taking these steps, businesses can ensure that they are constantly keeping their finger on the pulse of their internal customer base and making changes accordingly.

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