7LD01 Organisational Design and Development
An organisational design and development unit can be found in Level 7 of the Advanced Diploma in Strategic Learning and Development. This unit aims to explain the principles of organisation design and their importance in promoting organisational success. The learners gain insight into the various aspects that contribute to change in organisations and examine how organisations are structured, systems, and processes are put in place at work. Further, the changes have an impact on the working lives of the people in the organisations. Therefore, students learn how to develop and implement effective strategies for supporting professional development at work.
Learning objectives
The following are the learning outcomes that underpin the completion of this unit:
- To understand the theories that underpin the design and development of organisations
- Understanding of organisational design options and how they relate to organisational objectives
- Understanding how organisational development approaches support the achievement of organisational goals and objectives.
- Identify strategies to implement change and the need for change effectively.
Learning outcome 1
- An overview of the theories that support organisation design and development
Schools of management thinking have different approaches to organisation design and development. The theories that learners will study and learn are behavioural science theory, motivation theory, social psychology theory, system theory, organisational psychology theory, and learning theory. Additionally, the learners are exposed to concepts such as organisational values and cultures. Different organisational paradigms and metaphors help determine how to improve organisational performance by using design and development.
- Organisational design and development
Learners should be familiar with the organisation’s internal, external, and economic contextual factors. Learning about these issues helps learners understand the change in the workplace and determine decisions that will enhance organisational growth and success. In addition, learners who take this approach better understand broader views regarding organisational structure and strategy. Finally, understanding organisational issues both internally and externally promote agility.
Organisational design and development are tied to the decision-making process for promoting people practices. In order to make decisions with good outcomes for people and the organisation, learners should focus on making good organisational decisions. Effective organisational design and development strategies lead to high engagement levels, high retention rates, and a platform where employees can relate well to customers.
Organisational design and development are impacted by various variables and limitations, including the size of an organisation, its context, and its geographic location. Moreover, the nature of business culture acts as a hindrance to implementing successful strategies to promote organisational success. The limitations examine how different kinds of employees use data and data visualisation to make decisions that affect the nature of work.
The stakeholder management approach aims to identify the roles and responsibilities of the different stakeholders to create a cheerful organisational design and improve organisational performance. To understand stakeholder management, learners must examine the contractual relationships stakeholders have with organisations, which is vital for creating high levels of responsibility and accountability. Furthermore, establishing relationships with stakeholders can result in increased trust in the workplace, enhancing the design and development of the organisation.
Learning outcome 2
- Organisational design options
The organisational design options are meant to evaluate learners’ responsibility in managing organisational structures and engagement in strategic planning. By examining the various options in the organisation, we can see if we use meaningful structures to achieve organisational goals and objectives. The learners understand that several types of organisational structures exist, including flat, hierarchical, integrated, and matrix. Learners could gain a deeper understanding of why different cultures developed within the different organisational settings if they were familiar with these structures.
To achieve organisational success, the learners understand the methods of implementing organisational design options. Methods to be considered include the systematic process of transition and influencing and evaluating its progress. A second approach is an iterative cycle that focuses on optimising the organisation’s culture for change and ensuring the urgent achievement of organisational objectives.
Learning about organisation design is related to creating a high-performance work system where learners should understand the reasons for change and create improved structures that focus on improving organisational goals and objectives. Moreover, learners should understand how knowledge workers can promote human factors towards improved organisational aims and objectives.
Learning outcome 3
- Approaches to organisational development
Organisational development theory focuses on examining tools helpful in identifying different roles and responsibilities carried out by employees in the workplace. For learners to understand organisation development, they will need to understand that it is a future-focused theory that examines its future through a success-focused lens.
Students become familiar with the concept of data visualisation, which involves the use of data in telling stories and making strategic decisions. Students should learn how to use reliable data and how to evaluate the quality of the data. In addition, learners learn about data analysis and how to navigate the different situations that arise in an organisation. This data helps employees and employers make the positive personal, professional, team, and organisational decisions.
Learning outcome 4
- Responses to organisational change
When focusing on organisational development, learners should be aware that changes need to be implemented, and different approaches must be considered to enhance effective change management. In this course, learners gain insight into the challenges that organisations face and evaluate the areas that need to be changed. In addition, learners understand the coordination that individuals and teams need to have at different organisational levels to create and adapt to workplace change.
Students understand change theories, including Kotter’s change management model, Kurt Lewin’s change model, Kubler Ross change and ADKAR. The learners should be able to identify the limitations and strengths of each change management model. In addition, there is a need to understand the approaches to managing change, considering emergent and social movement approaches that employee should understand when deciding to change.
Resistance to change and implementing employee engagement
While completing the unit, learners will learn about the possibility of employees becoming resistant to change. Therefore, the employees must be resilient and prepared for possible changes to deal with these challenges. Managers and people professionals are accountable for creating an environment that allows them to lead and manage change while understanding their employees’ emotional and mental responses.
Additionally, professionals should allow employees to voice their concerns and participate in the change process. In this way, employees can participate in the change process as consultants.
Lastly, learners should develop skills and behaviours that help people professionals develop organisations. Furthermore, they learn how they can boost their personal and professional development by acquiring skills. All of these factors contribute to developing self-awareness and opportunities for skill development.
