5co01 Organisational Performance And Culture In Practice

5co01 Organisational Performance And Culture In Practice

Unit 5co01 organisational performance and culture is a significant element of the professional programme of development which emphasises the improvement and understanding of which interplay between the performance and culture of the organisation. This unit contains the goal to provide participants with a comprehensive recognition of the way through which the culture of an organisation shapes the outcomes of performance and methods to enhance and analyse their dynamics. It focuses on the significance of the optimistic culture of the organisation in providing employee engagement, productivity and the entire effectiveness of the organisation.

A significant aspect of this unit is to explore the versatile models and frameworks utilised to develop and assess the culture of the organisation. Participants have to evaluate the attributes of culture through tools including observation methods, interviews and surveys. They also deal with the case studies of unsuccessful and successful change initiatives that increase insight into the appropriate practices and common pitfalls. By recognising these frameworks, participants may diagnose the issues and implement strategies of the culture to cultivate a culture that aligns with the goals and values of the organisation ultimately driving the appropriate performance.

In addition to the theoretical knowledge, this unit places a robust focus on practical application. The participants have great encouragement to apply the concepts learnt to the scenarios of the real world within the organisation. This includes executing and designing initiatives aiming at enhancing the culture of an organisation such as programs of leadership development, activities of team building and inclusion and diversity efforts. This unit also caters for the character of leadership in sustaining and shaping the optimistic culture. Moreover, it also highlights the significance of the leaders as role models and agents of change. In the end, this unit also assists the participants to attain a sustaining and creating a culture of organisation which supports their company and increases its performance. It also leads to long-term competitive advantages and success.

Unit aims

The integral aims of the unit 5co01 organisational performance and culture in practice are demonstrated below for the learning:

• To equip the participants with the potential to analyse the overall the culture of organisation influence the engagement productivity and overall performance of employees and provide a foundation for useful enhancement strategies of the culture.
• To train the participants to utilise the various tools and frameworks for assessing the culture of the organisation accurately. It also enables them to identify the improvement areas and implementation of target initiatives of culture.
• To highlight the leadership role in sustaining and shaping an optimistic culture of the organisation and ensure the participants may support and lead the change of cultural efforts to drive the success of the organisation.

Learning outcomes

The learning outcomes of the unit 5co01 organisational performance and culture in practice are demonstrated here:

LO1: Recognise the connection between the structure of organisation strategy and the operation environment of business.

LO2: Recognise the theoretical and cultural aspects of the organisation on which the people behave at work.

LO3: Recognise the way in which people practice support the business objectives and goal achievement.

Assessment criteria

The assessment criteria of the unit 5co01 organisational performance and culture in practice is based on the learning outcomes such as:

LO1: Recognise the connection between the structure of organisational strategy and the operation environment of business.

1.1 Identify the disadvantages and advantages of versatile categories of the structures of organisation that include the reasons underpinning them.

• (Different structures of organisation such as divisional, functional, matrix
• The connection between purpose and structure
• Reasons underpinning the versatile structures
• Disadvantages and advantages of different structures)

1.2 Identify the connection between the strategy, product, customers and services of the organisation.

• (The way through which the strategies of an organisation are shaped by external contacts and business
• Organisation performance and organisational insight
• Strategy models implementation and formulation
• Horizontal integration and vertical integration concepts of strategy)

1.3 Identify the external Trends and factors impacting the organisation to identify the recent priorities of the organisation.

• (Approaches and tools analysis
• Analysis of factors including competitive context and market of organisations
• Principle demography
• Technology and social trends
• Influence of technology international factors and globalisation
• Legislation regulation and government policy
• International bodies that include the European Union
• Way of affecting brands or factors to the priorities of the organisation
• Influence on the life cycle of the organisation)

1.4 Evaluate the technology scale within the organisation and the way in which it influences work.

• (Technology scale such as equipment and systems of work in use
Currency
• Efficacy and updating of the system
• Technology implementation throughout the areas and organisations where technology plays a lesser or greater role
• Organisation expand on wasted spend and technology
• Levels of technology support)
• Influence of technology on the versatile function services and products provided
• Wellbeing of worker
• Efficiency of worker
• Collaborative work such as social media
• Satisfaction of workers like automation innovation and creativity
• The way through which work has evolved in line with the timeline of technology)

LO2: Recognise the theoretical and cultural aspects of the organisation on which the people behave at work.

2.1 Elaborate on the models and theories which analyse human behaviour and organisation behaviour.

• (Models and theories of organisational culture
• Culture typologies such as Handy, Hofstede, Schein)
• Custodial, Autocratic, collegial and supportive models of behaviour of the organisation
• Learning organisations concept
• Leadership and Management Theory and the way through which management styles influence the behaviour of the employee
• Human behaviour models such as the theory of motivation)

2.2 Evaluate the way through which people`s practices influence the behaviour and culture of the organisation.

• (People practice extent influence such as the role of people champion on people practice
• Behaviour setting through policy
• Behaviour setting through role modelling
• Potential influence on values and beliefs
• Openness and trust levels such as Policy development, motivation levels for example connection to engagement diversity relations and reward.
• Provisions and attitude to take up CPD or learning
• Levels of well-being of staff
• Connection to overall Positioning
• Value and management placed on the organisation of employees)

2.3 Elaborate versatile approaches to change management.

• (Approaches of change management for example 3 step models of change in Lewin’s theory
• 8-stage model of Kotter’s theory
• Proactive approaches
• Reactive approaches
• Change planning
• Emergent change
• Incremental and radical change
• Change driver
• Wider environment
• Environment task
• Internal environment)

2.4 Discuss the model through which change experiences.

• (Models through which the people experience the change for example Hanna and Tannenbaum`s Model of three-stage
• Kubler`s model of adaptation
• The cycle of coping
• Adam and Spencer’s model of seven stages
• Readiness for resistance and change for change)

2.5 Evaluate the significance of well-being at work and versatile factors that influence well-being.

• (Significance of well-being at work
• Way of well-being at work influences individuals such as engagement of worker motivation of worker satisfaction and purpose of job
• Mental and physical help
• Resilience and self-image
• Connection to the psychological contract
• Work-life balance
• Wider issues of family
• Connection to the motivation such as expectation theory)

LO3: Recognise the way in which people practice support the business objectives and goal achievement.

3.1 Discuss the connection between the lifecycle of employees and the versatile practice roles of people.

• (Life cycle definition such as recruitment, attraction, onboarding or induction Development
• Engagement or retention that includes relation or reward. succession or promotion planning
• Separation or exit
• Possible post-employment connections
• Overview of roles of people practice at every stage and the way through which this evolves with continuity
• Touchpoints with the life cycle for particular people practice areas (L&D, HR, OD)
• Versatile roles of people practices)

3.2 With the other domains of the organisation and support the wider Strategies and people of the organisation.

• (Connection between strategy-making function and people practices
• Connection between business or operations and people practices
• Partnering with business
• Horizontal and vertical integration)

3.3 Discuss the processes for engaging and consulting with internal customers to recognise their requirements.

• (The process of consultation
• The way through which people practice liaising with the internal customer`s requirements identification
• Communication and consultation process
• Analysis of stakeholders
• Requirements analysis activities
• Significance of effective and regular ongoing liaisons with stakeholders
• Evaluation and monitoring activities)

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