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AC1.1 Evaluate the extent to which the flat non- hierarchical structure was appropriate under Kirsten’s ownership and the extent to which the hierarchical bureaucratic structure is suitable under Chaffinch Group’s ownership.
Marking Descriptors
Note to assessors:
Fail (1)
Low Pass (2)
Pass (3)
High Pass (4)
On the right, you`ll find the marking descriptors from the CIPD’s assessment brief. Your grade will be determined by the assessor using these CIPD marking descriptors and the content guide below.
Not all ACs in each unit need a reference. If they don’t, the brief will say so. All ACs in Unit 5CO01 require a reference. References should be presented using a recognised form of referencing. For example, if using Harvard referencing, this would include in-text citations and a list of references or bibliography at the end of the assessment.
The response DOES NOT
demonstrate the knowledge, understanding or skill required to meet the AC
include any, or appropriate examples, where these are required to support the answer
include evidence of the use of reading and research to inform the answer
include at least one appropriate reference for each assessment criteria (where this is required) *
refer to the case study
respond clearly to the question/task and is not well expressed
have an appropriate format or structure which meets the requirements set out in the brief.
The response DOES
demonstrate the minimum level of knowledge, understanding or skill required to meet the AC.
include an appropriate example where this is required to support the answer.
include evidence of some reading and research to inform the answer.
include a reference for each assessment criteria (where this is required)
refer to the case study
respond to the question or task although it could be clearer and/or better expressed
have an appropriate format or structure which meets the requirements set out in the brief
The response
demonstrates a good level of the knowledge, understanding or skill required to meet the AC
includes use of a good example or examples where these are required to support the answer
includes evidence of a good level of reading and research to inform the answer
includes good use of at least one reference for each assessment criteria (where this is required). *
makes good reference to the case study
directly addresses the question/task and is well expressed
has a good format or structure which meets the requirements set out in the brief
The response
demonstrates an excellent level of the knowledge, understanding or skill required to meet the AC
includes use of an excellent example or examples where these are required to support the answer
includes evidence of extensive reading and research to inform the answer.
includes excellent use of at least one reference for each assessment criteria (where this is required) *
makes excellent reference to the case study
responds very clearly to the question/task and is particularly well expressed
has an excellent format or structure which meets the requirements set out in the brief
Task 1 – Written answers to the assessment questions (4550) +/- 10%
Questions
The content below gives guidance of the possible content that might be required to meet the CIPD requirements for each question. However this is just guidance and your grade will be determined by using this and the CIPD marking descriptors in the above table based on the quality of your written response.
Your answers must relate to the case study, where required, as outlined in the brief. Failure to relate your answers to the case study will result in a refer/fail grade.
Q1
Evaluate the extent to which the flat non- hierarchical structure was appropriate under Kirsten’s ownership and the extent to which the hierarchical bureaucratic structure is suitable under Chaffinch Group’s ownership. (AC1.1)
Evaluate the extent to which the flat non-hierarchical structure was appropriate under Kirsten’s ownership and the extent to which the hierarchical bureaucratic structure is suitable under Chaffinch Group’s ownership. You should consider the advantages and disadvantages of each structure.
Conclude by making a reasoned judgement about why each structure is suitable, eg strategic alignment, communication, purpose, culture etc.
Q2
Analyse how Chaffinch Group could use a rational approach to strategy formulation to ensure that services provided meet customer needs. (AC1.2)
Analyse the benefits and challenges of using a rational approach to strategy formulation eg evidence-based processes, use of a tool such as PESTLE or SWOT etc (no need to apply) just analyse how they can be used to ensure that services provided meet customer needs.
Summarise your answer considering how a well formulated strategy can help to ensure that services provided meet customer needs at Chaffinch Group.
Q3
Analyse one external factor that is currently having a negative impact on the residential care industry and one external factor that is currently having a positive impact on the residential care industry. (AC1.3)
Analyse one external factor that is currently having a negative impact on the residential care industry and one external factor that is currently having a positive impact on the residential care industry.
In your analysis you should consider how each of the factors impact the sector eg cost, revenue, profit, recruitment, training needs etc.
Q4
Under Kirsten’s ownership of Calmere House, there was little investment in technology. Chaffinch Group want to change this approach and have decided to implement technology to deliver better patient care and employee experience.
Assess how technology could be used by Chaffinch Group and how this would impact work at Calmere House. (AC1.4)
Assess two different types of technology that Chaffinch Group could use eg generative AI, HRIS, collaboration and communication platforms such as Teams etc, you should consider both the benefits and the challenges of each type. You must state how each type of technology could impact work at Calmere House eg more accessible patient records, employee efficiencies or communication between teams.
Draw your answer together in an overall judgement of the potential use of such technologies.
Q5
Using theories and models which examine organisational and human behaviour, explain why problems have arisen following the takeover of Calmere House by Chaffinch Group. (AC2.1)
Using at least one theory and one model which examines organisational and human behaviour explaining why problems have arisen following the takeover of Calmere House by Chaffinch Group. You could use Schein, Hofstede or Handy for organisational behaviour theories and you could use Rock, Maslow for human behaviour models.
Q6
Assess how changes to selection and employee voice have impacted organisational culture and behaviours at Chaffinch Group. (AC2.2)
Assess how changes to selection have impacted both organisational 1) culture and 2) behaviours at Chaffinch Group.
Assess how changes to employee voice have impacted both organisational 1) culture and 2) behaviours at Chaffinch Group.
In your assessment consider the challenges of the changes made and outline what could be done to make to improve this.
Draw your answer together in an overall judgement of the impact of these changes to Chaffinch Group.
Q7
Explain how Chaffinch Group could have better managed the change from a small owner-managed care home to Calmere House being part of a large organisation. (AC2.3)
Using elements of a change management model/theory of your choice eg Kotter, Lewin etc explain how Chaffinch Group could have better managed the change from a small owner-managed care home to Calmere House being part of a large organisation.
Q8
Explain the experience of change for the employees at Calmere House and examine how this is reflected through the stages of one model (AC2.4)
Explain the experience of change for the employees at Calmere House and examine how this is reflected through the stages of one model eg the Kubler-Ross change curve etc.
Q9
Assess two factors that could impact employee wellbeing at Calmere House including why it is important that these factors are addressed (AC2.5)
Assess two factors that could impact employee wellbeing at Calmere House eg pay and benefit, work-life balance, job design, the nature of work, relationships at work etc.
Outline the positive and potential negatives impacts of such factors, including why it is important that these factors are addressed.
Draw your answer together in an overall judgement of the importance of employee wellbeing at Calmere House.
Q10
Discuss how the people manager, recruitment advisor and employment relations case advisor could support the retention stage of the employee lifecycle. (AC3.1)
Start by offering a brief introduction to the employee lifecycle in terms of what it is with a focus on the retention stage in particular.
Discuss how all of the following 1) people manager, 2) recruitment advisor and 3) employment relations case advisor could support the retention stage of the employee lifecycle.
Q11
Analyse how people practices could help Chaffinch Group to fill 100% of resident rooms within six months. (AC3.2)
Analyse how people practices could help Chaffinch Group to fill 100% of resident rooms within six months eg strategic alignment with people practice such as recruitment, L&D or business partnering, vertical/horizontal integration etc
Q12
Discuss how Kath could consult and engage with employees to understand why employee turnover at Calmere House has increased. (AC3.3)
Discuss one method of consultation eg liaises with and identifies internal customer needs, and one method of engagement eg town hall, focus groups and surveys that Kath could use to understand why employee turnover at Calmere House has increased.
Further information Please note examples given above are for guidance but not an exhaustive list, therefore if examples are used which have not not included above but in line with the criteria they should be graded accordingly.
Sample Answer
AC1.1 Evaluate the extent to which the flat non- hierarchical structure was appropriate under Kirsten’s ownership and the extent to which the hierarchical bureaucratic structure is suitable under Chaffinch Group’s ownership.
Flat Non-Hierarchical Structure under Kirsten
A flat, non-hierarchical structure is characterised by fewer levels of management, greater autonomy, and a more collaborative culture (CIPD, 2022). At Calmere House, Kirsten’s leadership embraced this approach. With all 42 employees reporting directly to her, the structure encouraged open communication, trust, and swift decision-making. Employees felt valued, supported, and involved in management decisions through regular one-to-one meetings and staff check-ins. This led to high employee retention, strong team cohesion, and a shared commitment to resident care (Andersone et al., 2022).
This structure was highly appropriate in Kirsten’s context. Calmere House functioned as a small, family-owned business where personal relationships, trust, and employee engagement were key to success. The flat structure promoted a culture of respect and ownership, particularly important in care settings where emotional labour is high. However, the model’s main drawback was dependency on one person, Kirsten, for direction, which could limit scalability and pose risks during transition (Bommasani, 2021).
Hierarchical Bureaucratic Structure under Chaffinch Group
The hierarchical, bureaucratic structure introduced by Chaffinch Group involves multiple levels of authority, centralised control, and formal policies (Monteiro and Adler, 2021). In this model, Kath reports to several tiers of management, creating a chain of command. While such a structure can offer consistency, clearer accountability, and scalability for larger organisations, it can also lead to rigidity and disengagement, particularly when imposed abruptly.
For Calmere House, this new structure proved unsuitable. The autocratic leadership style, lack of consultation, and impersonal communication methods (e.g., emails for policy changes) eroded trust and morale (Pizzolitto, Verna and Venditti, 2022). Employees felt undervalued, residents lost personalisation in care, and staff turnover increased. The top-down structure disregarded the previous culture, replacing relational leadership with transactional management, which contributed to operational decline.
Conclusion and Judgement
Kirsten’s flat structure was more effective for Calmere House’s size, values, and people-centric mission. It fostered engagement, stability, and quality care. In contrast, the hierarchical model introduced by the Chaffinch Group, although suited to large-scale operations, lacked contextual sensitivity. It undermined staff relationships and resident satisfaction, ultimately leading to performance issues. Therefore, the flat structure under Kirsten was more appropriate for Calmere House’s specific setting and purpose.
Analyse how Chaffinch Group could use a rational approach to strategy formulation to ensure that services provided meet customer needs A rational approach to strategy formulation involves systematic analysis, evidence-based decision-making, and clearly defined steps that guide organisations from problem identification to solution implementation (Hulpke and Fronmueller, 2021). It typically includes stages such as environmental analysis, objective setting, strategy development, implementation, and evaluation.
1. Environmental Analysis Chaffinch Group must begin by collecting internal and external data to understand customer dissatisfaction. Internally, they can use surveys, interviews, and feedback sessions with residents, employees, and families to assess the impact of cultural and structural changes. For instance, the loss of resident choice in room décor and the lack of personalised care reflect unmet needs (Kalánková et al., 2020). Externally, Chaffinch could benchmark against high-performing care homes to identify successful practices. This step helps them reconnect with the original ethos of Calmere House, which valued personalised care.
2. Objective Setting The group has already set a goal to fill 100% of rooms within six months. However, this should be supported by SMART objectives such as: “Improve resident satisfaction scores by 30% within three months” or “Reduce employee turnover by 20% within four months.” These objectives should focus on both customer needs and employee engagement, recognising that staff morale influences service quality.
3. Strategy DevelopmentStrategies should directly address gaps identified. For example, reintroducing resident choice in room design, promoting shared decision-making, and involving staff in care planning can enhance resident satisfaction (Egan et al., 2022). Chaffinch should also revise onboarding and recruitment processes to focus not just on qualifications but on values alignment, as previously practiced at Calmere.
4. Implementation A clear plan with allocated roles, timelines, and resources is vital. Training Kath and other managers in consultative leadership would better align their style with employee expectations. Policies should be communicated via meetings, not just emails, to promote understanding and trust.
5. Evaluation Chaffinch should monitor resident feedback, staff turnover, and occupancy rates to evaluate success. Regular audits and listening sessions can help track progress and inform future strategies.
By using a rational strategy formulation process, Chaffinch can realign services to better meet customer needs and restore Calmere House’s previous reputation.
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