5CO01 Assignment Example

5CO01 assignment explores how organisational structure intersects with the broader realm of work within a commercial framework. It emphasises the various factors and trends, such as the digital landscape, that influence business strategy and workforce planning. It acknowledges the role of culture, employee wellbeing, and behaviour in driving organisational change and enhancing performance.

Assessment Questions

AC 1.1 Evaluate the advantages and disadvantages of the organisation structure in your organisation (or an organisation with which you are familiar) and evaluate the advantages and disadvantages of one other organisation structure. Within the evaluation, you should include the reasons underpinning the structure.

Example:

Matrix Organisational Structure

In a matrix organisational structure, employees report to both functional managers based on their expertise and project managers overseeing specific projects. This setup allows for coordinated work across functions, and employees may handle multiple projects at once (Gaille, 2020).

AC 1.2 Analyse connections between your organisation’s strategy (or an organisation with which you are familiar) and its products or services, and customers.

Example:

Organisational strategy encompasses comprehensive planning aimed at achieving long-term goals and objectives for a company. This includes decisions regarding resource allocation, competitive positioning, and value creation (Personio, 2023). For Apple Inc., strategy defines the purpose behind its business operations. Strategic goals and objectives outline Apple’s trajectory, focusing on market leadership, innovation, profitability, and customer satisfaction (Cury, 2024).

AC 1.3 Analyse three external factors or trends currently impacting your organisation (or one with which you are familiar). The impact of these factors or trends could be positive, neutral or negative, some are short-lived whilst others are long-lasting. Identify organisational priorities arising from the factors or trends analysed.

Example:

Market competition and rapid technological advancements are pivotal external influences on Apple. The technology sector is fiercely competitive, with companies investing heavily to expand their market presence through innovative technologies (StrategyFinders, 2023). Apple, in response to this technological revolution, continually seeks new avenues to reaffirm its position as a leader in innovation.

AC 1.4 When setting out its view on automation, AI and technology, the CIPD states, ‘Automation, artificial intelligence (AI) and other workplace technologies are bringing major changes to work and employment.’ Assess the scale of technology within organisations and how it impacts work.

Example:

Scale of Technology at Google (my organisation): Merits and Demerits

Advantages Google stands at the forefront of industry automation through the integration of AI and other advanced technologies, revolutionising work environments and fostering innovative breakthroughs. These technological advancements have significantly altered work dynamics, from integrating machine learning algorithms into SEO practices to deploying AI-powered chatbots for client interactions (Kienitz, 2016).

Disadvantages However, the expansive adoption of technology has also highlighted challenges such as skill gaps among employees and resistance to change. Not all staff members possess the necessary skills to leverage digital opportunities fully, potentially creating disparities in talent utilisation and impacting overall team cohesion and morale (Kienitz, 2016).

AC 2.1 Explain Edgar Schein’s model of organisational culture and explain one theory or model which examines human behaviour. 

Example:

• Edgar Schein’s Model of Organisational Culture

Edgar Schein’s model of organisational culture delineates three levels that collectively shape an organisation’s culture.

• Artefacts and Symbols

Artefacts and symbols are the visible, superficial aspects that outwardly represent a company’s culture. These include tangible elements such as office layout, dress code, rituals, and logos (Juneja, 2024).

AC 2.2 Assess how people practices in your organisation (or one with which you are familiar) impact both organisational culture and behaviour, drawing on examples to support your arguments.

Example:

People Practices at Apple Inc. and Their Implications

• Impact on Organisational Culture: Personnel Evaluation and Feedback Channels

Apple Inc. implements robust people practices that significantly influence its organisational culture. Central to these practices are performance evaluation and feedback systems. At Apple, performance reviews are integrated into a continuous process that provides employees with feedback on their productivity and achievements (PerformYard, 2022). These evaluations typically involve supervisors and peers, emphasising the importance of proximity in assessing performance effectiveness.

AC 2.3 Peter Cheese, current CEO of CIPD asserts, ‘People professionals are a vital function in supporting businesses to adapt to rapidly changing circumstances’. Explain two different models or theories for managing change.

Example:

• Lewin’s 3-Step Model

Lewin’s 3-Step model is a fundamental theory in change management that highlights the process of unfreezing existing behaviours, introducing new behaviours, and then refreezing them to solidify the change.

• Unfreezing

The first step involves initiating new ideas and transitioning from existing processes and habits to create an open mindset for change. This phase primarily focuses on fostering critical thinking to challenge misconceptions about the need for change and resistance to change, thereby questioning the status quo (Raza, 2019).

AC 2.4 A variety of models have been developed to explain how change is experienced. Discuss one model that explains how change is experienced. 

Example:

• The Kubler-Ross Change Curve

The Kubler-Ross Change Curve, also known as the Five Stages of Grief, is a model used to explain responses and coping mechanisms during significant changes or loss. Initially developed to understand emotional stages in terminally ill patients, it has become widely applied in organisational change management.

• Shock or Denial

Initially, individuals may experience shock or denial when faced with a new situation. Employees may feel a sense of disbelief and be resistant to accepting changes, clinging to familiar routines and avoiding the need to adapt. This phase is characterised by disbelief and resistance (Andrea, 2024).

AC 2.5 The CIPD’s Health and Wellbeing at Work survey 2022 found, ‘There is less management focus on health and wellbeing compared with the first year of the pandemic’, and goes on to remark that this is disappointing. Assess the importance of well-being at work and factors which impact well-being

Example:

• Employee Health and Happiness

Promoting wellness at work aims to enhance employees’ physical, mental, and emotional well-being. A healthy work environment enables employees to effectively manage stress, find greater job satisfaction, and experience happiness (Wedgwood, 2023).

• Increased Productivity and Performance

Employees who feel supported and valued by their employers demonstrate higher motivation and productivity levels compared to those who do not. In today’s flexible work environment, initiatives like flexible work schedules, employee assistance programs, and mental health support can significantly boost job performance and productivity, serving as key differentiators (Wedgwood, 2023).

AC 3.1 The CIPD Profession Map states ‘People practices are the processes and approaches that we use across the employee lifecycle’. Discuss the links between the employee lifecycle and different people practice roles. 

Example:

• Attraction/Recruitment

Attraction involves enticing candidates through job postings and employer branding efforts (Verlinden, 2020). Managing the recruitment process includes sourcing candidates, conducting interviews, and making selection decisions (Verlinden, 2020). A recruiting manager’s responsibilities encompass crafting compelling job advertisements, executing recruitment campaigns, and ensuring fairness throughout the hiring process, all aligned with the organisation’s objectives.

• Induction/Onboarding

Induction focuses on introducing new employees to the company’s culture, procedures, and policies. Onboarding involves providing essential feedback and guidance to new team members as they familiarise themselves with their roles (Verlinden, 2020). HR professionals are responsible for documenting and implementing orientation programs, organising orientation sessions, conducting welcoming interviews, and facilitating the adaptation process for newly hired employees.

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

Example:

• People Practice Involvement in HR

People Practice involvement is essential across HR areas such as talent management, performance management, learning, and development. By optimising talent acquisition, development, and retention functions, HR practitioners ensure organisations have the necessary skills and expertise to achieve strategic goals (Stewart and Brown, 2019). Additionally, performance management processes align individual goals with organisational objectives, foster a culture of accountability, and cultivate an environment conducive to achieving excellence in performance.

AC 3.3 Discuss processes you have, or could use, for consulting and engaging with internal customers of the people function to understand their needs. 

Example:

• Consultation and Communication Processes

Consultation and communication processes involve holding meetings, engaging with focus groups, and implementing feedback mechanisms to effectively communicate with internal stakeholders. Meetings facilitate the discussion of various issues and promote collaborative progress, while focus groups allow for in-depth review of key topics (Mahapatro, 2021). Feedback mechanisms, such as surveys or suggestion boxes, enable employees to communicate their needs and raise concerns.

It is crucial to maintain stakeholder liaison to ensure all parties are informed about requirements and concerns, facilitating prompt resolution of any issues that may arise.

Reference

Ascendadmin (2021). Line Managers & Total Reward Strategy. [online] Ascend Consulting.

Available at: https://www.ascendconsulting.me/line-managers-total-reward-strategy/

[Accessed 27 Mar. 2024].

Autonomous (2018). Autonomous. [online] autonomous. Available at:

https://www.autonomous.ai/ourblog/incredible-apple-employee-benefits [Accessed 27 Mar.2024].

Avier Wealth Advisors (2023). Microsoft 401K & Retirement. [online] Avier Wealth Advisors.

Available at: https://avieradvisors.com/microsoft/microsoft-401k-

retirement/#:~:text=Microsoft%20will%20match%2050%25%20of [Accessed 27 Mar. 2024].

Barton, T. (2017). What role do line managers play in the design of a reward strategy? [online]

Employee Benefits. Available at: https://employeebenefits.co.uk/issues/november-

2017/line-managers-design-reward-strategy/ [Accessed 27 Mar. 2024].

Task One – Strategic Planning Meeting Report

Assessment criteria for Task Two – Presentation Pack

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Get detailed information on :

• 5CO01 Assignment Guideline Task One
• 5CO01 Assignment Guideline Task Two
• 5C001 Organisational Performance and Culture in Practice