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12-12-2024
Evaluate the advantages and disadvantages of both a divisional structure and a matrix structure. Within the evaluation, you should include the reasons underpinning each structure.
5CO01 Organisational Performance and Culture in Practice
5CO01 Organisational Performance and Culture in Practice
Learner Assessment Brief
Assessment ID / CIPD_5CO01_24_01
Level 5 Associate Diploma in
People Management
Organisational Learning and Development
Please write clearly in block capitals.
Centre number:
8
7
5
Centre name:
Oakwood International LTD
Learner number (1st 7 digits of CIPD Membership number):
Learner surname:
Learner other names:
Unit code:
5CO01
Unit title:
Organisational performance and culture in practice
Assessment ID:
CIPD_5CO01_24_01
Assessment start date:
Assessment submission date:
First resubmission date for centre marking – if applicable:
Second resubmission date for centre marking – if applicable:
Declared word count
You MUST add a new word count for every submission. Please use red font for submission 2 and blue font for submission 3
5CO01 Organisational performance and culture in practice
This unit assessment examines the connections between organisational structure and the wider world of work in a business 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 wellbeing and behaviour in delivering change and organisational performance.
CIPD’s insight
Organisational climate and culture (October 2023)
Organisational culture is an important aspect of organisational life and a term that has become a mainstay among business leaders. The work of HR, L&D and OD influences and is influenced by organisational culture because every organisation is made up of human relationships and human interactions.
Despite its dominance, the language of culture is often unclear and difficult to define, meaning it is also hard to measure. Consequently, real culture change is near-impossible if we can’t actually pin down what we’re looking to change. Rather than culture, focusing on organisational climate – the meaning and behaviour attached to policies, practices and procedures employees experience – is a much more specific, tangible way to positively influence the workplace.
This factsheet explores why organisational culture is a popular but limited construct, and why shifting to organisational climate is much more effective for employers.
Explore our viewpoint on organisational culture in more detail, along with actions for government and recommendations for employers.
https://www.cipd.org/uk/knowledge/factsheets/organisation-culture-change-factsheet/
Organisation development (May 2023)
In an ever-evolving world of work, it’s important that organisations adapt to ensure businesses performance. This factsheet explains what organisation development (ODV) is, what areas of focus and expertise it involves, and explores what ODV looks like in practice.
There are many ways to describe organisation development (ODV), all of which share common features despite their varied meanings. In this factsheet we will use the abbreviation ODV rather than OD to distinguish organisation development from organisation design.
https://www.cipd.org/uk/knowledge/factsheets/organisational-development-factsheet/
Please note that the purpose of this insight is to link you to CIPD’s research and evidence within the subject area, so that you can engage with the latest thinking. It is not provided to replace the study required as part of the learning or as formative assessment material.
Preparation for the Tasks:
At the start of your assessment, you are encouraged to plan your work with your assessor and where appropriate agree milestones so that they can help you monitor your progress.
Refer to the indicative content in the unit to guide and support your evidence.
Pay attention to how your evidence is presented.
Ensure that the evidence generated for this assessment remains your own work.
Completing and acting on formative feedback from your assessor.
Reflecting on your own experiences of learning opportunities and continuous professional development.
Reading the CIPD Insight, Fact Sheets and related online material on these topics as well as key research authors on the subject.
You will also benefit from
Task - Questions
To complete the task, you should provide a written response to each of questions below, making appropriate use of academic theory and practical examples to expand your response and illustrate key points.
Evaluate the advantages and disadvantages of both a divisional structure and a matrix structure. Within the evaluation, you should include the reasons underpinning each structure. (AC 1.1)
Analyse the extent to which the organisational strategy in your organisation (or an organisation with which you are familiar) helps to ensure products or services meet customers’ needs. (AC 1.2)
Analyse the current impact of interest rates, inflation and one other external factor on your organisation (or one with which you are familiar). Identify organisational priorities arising from your analysis. (AC 1.3)
In February 2024, Peter Cheese, current CEO of CIPD stated, “AI is transforming jobs, careers and workplaces. People professionals have a key role to play in encouraging safe experimentation and rapid learning, so that we can reap the benefits and mitigate the risks .” Assess the extent that AI is, or could be, used in your organisation (or an organisation with which you are familiar) and assess how AI impacts work. (AC 1.4)
Explain Charles Handy’s model of organisational culture and explain David Rock’s SCARF theory. (AC 2.1)
Assess how employee selection or employee development impacts organisational culture and behaviour in your organisation (or one with which you are familiar). (AC 2.2)
An organisation is planning a change relating to hybrid working. Many employees moved to home working during the Covid-19 pandemic. Whilst this approach worked well at the time, the organisation now wants all employees to work at least two days a week on site. Explain how Kotter’s approach to managing change could be used to successfully implement this change. (AC 2.3)
Using the Kubler-Ross change curve, discuss how change is experienced. (AC 2.4)
The CIPD’s Health and wellbeing at work survey 2023 found the percentage of organisations that have a standalone wellbeing strategy has risen from 40% in 2018 to 53% in 2023. Although the percentage has increased, this means that 47% of organisations do not have a standalone wellbeing strategy. Assess the importance of wellbeing at work and assess how good work could impact wellbeing. (AC 2.5)
Provide a brief overview of the employee lifecycle and discuss people practice roles at the recruitment, development and separation stages of the lifecycle. (AC 3.1)
Analyse how people practice supports organisational strategy through vertical integration and how people practice supports wider people strategies through horizontal integration. (AC 3.2)
An organisation is planning to introduce a four-day working week. Discuss the processes the people function could use to consult and engage with managers and employees to understand their needs when moving from a five-day to four-day working week. (AC 3.3)
Your evidence must consist of:
Written answers to the assessment questions (approximately 4550 words, refer to CIPD word count policy).
IMPORTANT NOTE: At Associate Level Referencing is mandatory – you must provide a reference where you have drawn from a secondary source; Harvard referencing is preferable. Please use the Reference box provided to record all your long references. Short references should be included within the narrative. We advise you read the guidance on how to set out your references on the Learner Hub.
Upload the completed Learner Assessment brief, with both tasks completed, through the Assignments option in the Oakwood Learner Hub.
Briefing paper Questions
(AC1.1) Evaluate the advantages and disadvantages of different types of organisation structures, including the reasons underpinning them.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.
Word count: Approximately 500 words
Type here…
(AC1.2) Analyse connections between organisational strategy, products, services and customers.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.
Word count: Approximately 400 words
Type here…
(AC1.3) Analyse external factors and trends impacting organisations to identify current organisational priorities.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.
Word count: Approximately 450 words
Type here…
(AC1.4) Assess the scale of technology within organisations and how it impacts work.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.
Word count: Approximately 350 words
Type here…
(AC2.1) Explain theories and models which examine organisational culture and human behaviour.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.
Word count: Approximately 350 words
Type here…
(AC2.2) Assess how people practices impact on organisational culture and behaviour.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.
Word count: Approximately 350 words
Type here…
(AC2.3) Explain different approaches to managing change.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.
Word count: Approximately 400 words
Type here…
(AC2.4) Discuss models to show how change is experienced.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.
Word count: Approximately 300 words
Type here…
(AC2.5) Assess the importance of wellbeing at work and the different factors which impact wellbeing.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.
Word count: Approximately 400 words
Type here…
(AC3.1) Discuss the links between the employee lifecycle and different people practice roles
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.
Word count: Approximately 350 words
Type here…
(AC3.2) Analyse how people practice connects with other areas of an organisation and supports wider people and organisational strategies.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section.
Word count: Approximately 350 words
Type here…
(AC3.3) Discuss processes for consulting and engaging with internal customers to understand their needs.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Evaluate the advantages and disadvantages of both a divisional structure and a matrix structure. Within the evaluation, you should include the reasons underpinning each structure.
Word count: Approximately 350 words
Type here…
References
Please provide your full long reference list here. The Harvard method is preferable. Please refer to the guidance on the Learner HUB.
Assessment Criteria Evidence Checklist
You may find the following checklist helpful to make sure that you have included the required evidence to meet the task. This is not a mandatory requirement as long as it is clear in your submission where the assessment criteria have been met.
Assessment criteria
Evidenced Y/N
Evidence reference
1.1
Evaluate the advantages and disadvantages of different types of organisation structures, including the reasons underpinning them.
1.2
Analyse connections between organisational strategy, products, services and customers.
1.3
Analyse external factors and trends impacting organisations to identify current organisational priorities.
1.4
Assess the scale of technology within organisations and how it impacts work.
2.1
Explain theories and models which examine organisational culture and human behaviour.
2.2
Assess how people practices impact on organisational culture and behaviour.
2.3
Explain different approaches to managing change.
2.4
Discuss models to show how change is experienced.
2.5
Assess the importance of wellbeing at work and the different factors which impact wellbeing.
3.1
Discuss the links between the employee lifecycle and different people practice roles.
3.2
Analyse how people practice connects with other areas of an organisation and supports wider people and organisational strategies.
3.3
Discuss processes for consulting and engaging with internal customers to understand their needs.
Declaration of Authentication
Declaration by learner
I can confirm that:
this assessment is all my own work.
where I have used materials from other sources, they have been properly acknowledged and referenced.
I have not used Artificial Intelligence tools to generate content for my assessment.
I understand the consequences of malpractice and accept that any violation of this agreement may result in disciplinary action.
Learner name:
Learner signature:
We cannot accept a typed or e-signature. You need to scan or photograph your handwritten signature and insert the image here.
Submission Date 1*
Submission Date 2*
Submission Date 3*
*This should be the date on which you submit your assessment
Assessor name:
Submission
Resubmission 1
Resubmission 2
Assessor signature*:
I confirm that I am satisfied that to the best of my knowledge, the work produced is solely that of the learner.
Date:
IQA Name, Signature and date
5CO01 Organisational performance and culture in practice
Assessment Criteria marking descriptors.
Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and will indicate where the learner sits within the marking band range for each AC .
Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors should use the mark descriptor grid as guidance so they can provide comprehensive feedback that is developmental for learners. Please be aware that not all the mark descriptors will be present in every assessment criterion, so assessors must use their discretion in making grading decisions.
The grid below shows the range for each unit assessment result based on total number of marks awarded across all assessment criteria.
To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the assessment criteria.
The overall result achieved will dictate the outcome the learner receives for the unit, provided NONE of the assessment criteria have been failed or referred.
Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral grades can be used internally by the centre.
Overall mark
Unit result
0 to 23
Fail
24 to 30
Low Pass
31 to 39
Pass
40 to 48
High Pass
Marking Descriptors
Mark
Range
Descriptor
1
Fail
The response DOES NOT demonstrate sufficient knowledge, understanding or skill (as appropriate) to meet the AC.
Insufficient examples included where required to support answer.
Insufficient or no evidence of the use of wider reading to help inform answer.
Presentation or structure of response is not appropriate and does not meet the requirement of the question/assessment brief.
2
Low Pass
The response demonstrates an acceptable level of knowledge, understanding or skill (as appropriate) to meet the AC.
Sufficient acceptable examples included where required to support answer.
Sufficient evidence of appropriate wider reading to help inform answer. Satisfactory in-text referencing.
Answer is acceptable but could be clearer in responding to the question/task and presented in a more coherent way.
Required format adopted but some improvement required to the structure and presentation of the response.
3
Pass
The response demonstrates a good level of knowledge, understanding or skill (as appropriate) to meet the AC.
Includes confident use of examples, where required to support the answer.
Good evidence of appropriate wider reading to help inform answer. A good standard of in-text referencing.
Answer responds clearly to the question/task and is well expressed.
Presentation and structure of response is appropriate for the question/task.
4
High Pass
The response demonstrates a wide and confident level of knowledge, understanding or skill (as appropriate) to meet the AC.
Includes strong examples that illustrate the points being made and support the answer.
Considerable evidence of appropriate wider reading to inform answer. An excellent standard of in-text referencing.
Answer responds clearly to the question/task and is particularly well expressed or argued.
Presentation and structure of response is clear, coherent, and responds directly to the requirements of the question/task.
Example Answer: (Plagiarised)
Evaluate the advantages and disadvantages of both a divisional structure and a matrix structure. Within the evaluation, you should include the reasons underpinning each structure.
When assessing organisational structures, it`s essential to comprehend both the divisional and matrix structures, their inherent advantages, disadvantages, and the rationale behind their implementation. Here’s a thorough analysis:
Divisional Structure
Definition: A divisional structure organises a company into semi-autonomous units, each of which operates as a separate business or profit centre. These divisions can be based on product lines, geographic locations, or customer segments.
Advantages:
Focus and Specialisation: Each division can concentrate on its specific market, product, or region, fostering a deep understanding and specialisation.
Flexibility and Responsiveness: Divisions can respond more swiftly to changes in the market or customer demands due to their semi-independent operation.
Accountability: Clear profit and loss responsibility for each division, making it simpler to assess performance and hold managers accountable.
Innovation: Autonomy allows divisions to experiment with new ideas and products, potentially leading to innovation.
Coordination of Functions: Within each division, coordination among functions (e.g., marketing, production, finance) can be more effective as they share a common goal.
Disadvantages:
Duplication of Resources: Each division may have its own set of functional departments, leading to redundancy and inefficiency.
Inconsistent Policies: Different divisions might develop their own policies and practices, leading to a lack of uniformity across the organisation.
Competition for Resources: Divisions may compete for limited resources, causing internal conflicts.
Limited Economies of Scale: Smaller, autonomous divisions might miss out on the cost benefits of larger-scale operations.
Risk of Silos: Divisions can become isolated from each other, leading to poor communication and collaboration.
Matrix Structure
Definition: A matrix structure overlays two organisational structures, typically functional and divisional, creating a dual reporting system. Employees have dual responsibilities, reporting to both functional and product or project managers.
Advantages:
Efficient Use of Resources: Resources and personnel can be shared across projects and functions, improving efficiency.
Enhanced Communication: Dual reporting lines facilitate better communication and collaboration across the organisation.
Flexibility: The structure is adaptable, allowing for quick reallocation of resources in response to changing needs or priorities.
Balanced Decision-Making: Combines the benefits of functional expertise and product focus, leading to more balanced and informed decision-making.
Development Opportunities: Employees gain experience in multiple areas, enhancing their skills and career development prospects.
Disadvantages:
Complexity: The dual reporting structure can create confusion and complexity, leading to potential conflicts and power struggles.
Cost: Maintaining a matrix structure can be costly due to the need for more managers and coordination mechanisms.
Stress on Employees: Employees may feel stressed and overburdened by having to report to multiple supervisors with potentially conflicting demands.
Slow Decision-Making: The need to coordinate and gain consensus from multiple managers can slow down decision-making processes.
Accountability Issues: It can be challenging to determine accountability and responsibility clearly, potentially leading to a lack of ownership and commitment.
1.2 Analyse the extent to which the organisational strategy in your organisation (or an organisation with which you are familiar) helps to ensure products or services meet customers’ needs.
Organisational strategy is the overarching framework that dictates how a business achieves its objectives while delivering value to customers. For this analysis, the organisation under consideration is AKOSZ TEC, a UK-based IT services provider. Its strategic focus is on delivering high-quality software development, web design, SEO marketing, and educational support services to UK customers. This analysis evaluates the extent to which the organisational strategy ensures products and services align with customer needs.
Understanding Customer Needs
The foundation of AKOSZ TEC`s strategy lies in comprehensively understanding customer requirements. Regular client consultations, needs assessments, and feedback loops are integral to the service design process. For example, in web design projects, customers often require intuitive navigation, responsive design, and tailored content. By integrating these elements into its strategy, the organisation ensures services remain customer-centric.
Customisation and Flexibility
AKOSZ TEC adopts a strategy of customisation, recognising that customer needs vary significantly across projects. This approach involves tailoring solutions to address the specific requirements of each client, rather than offering standardised packages. For instance, the organisation’s SEO marketing services are based on bespoke keyword strategies aligned with the client’s target audience, ensuring greater effectiveness in meeting customer goals.
Continuous Improvement and Innovation
The organisation`s strategy prioritises continuous improvement and innovation. Regular training for employees ensures that the team remains updated on the latest technologies and industry trends. By leveraging emerging tools and techniques, AKOSZ TEC consistently enhances its service offerings, aligning them with evolving customer expectations.
Continued......
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