5CO01 Assignment Example

AC 1.1

Matrix Organizational Structure

Matrix organisation involves monitoring staff under a dual reporting relationship; that is, the professional managers based on their expertise and the project manager who takes charge of the specific project. This framework enables functional coordination, and employees can be assigned multiple projects simultaneously (Gaille, 2020).

Reasons Underpinning Matrix Structure

The matrix model facilitates teamwork and knowledge sharing between the different operational sections in an organisation. Staff members can experience different points of view together with a wide range of core competencies for which innovation and problem-solving are necessary (Gaille, 2020). Besides, the matrixized structure of the organisations facilitates the setting of priorities and allocation of resources that are tracked with subsidised projects in mind. 

Pros and cons

 A matrix organisation supports the re-engineering of resources. Therefore, it can reallocate resources quickly and effectively to the various project requirements and market conditions that change frequently (Indeed Editorial Team, 2023). In addition, matrix structure’s employees can benefit from having versatile skills and utilising experts’ assorted projects, leading to more efficiency in resource use and increased productivity.

However, the matrix structure has a twofold leadership connection, which may be a challenge for many people, and they need clarification about their functions, roles and responsibilities. Conflict and inefficiency may be rooted in this area (Indeed Editorial Team, 2023). Besides, influence disputes may occur, and no time or opportunity may be available for progress-tracking as individuals move from functional to project reporting systems whose objectives differ.

Example

Through the matrix structure, supported by the underlying values of innovation and collaboration, Google spans its product categories and organisations’ units. For example, in situations where divergent efforts like Google Search, Android product development, and YouTube video content creation are involved, team members are drawn from various disciplines such as engineering, design, marketing, and sales (Smithson, 2023). 

Functional Organisational Structure

This well-operationalised organisation structure assembles employees into groups that specialise in their areas of skills like marketing, finance, operations, or human resources. Each operational area performs independently as the employees are under a department head who ensures they perform their respective roles (Slingo, 2023).

Reasons Underpinning it 

The existence or development of functional structures allows organisations to create deep expertise within specialised functional areas. As a result, organisations can be more efficient and proficient in performing highly specialised functions (Slingo, 2023). In addition, the functional structure system allows for the establishment of a management system and communication channels through which quick decision-making and reporting happen, and each department staff member is accountable for this reporting system.

Pros and cons

Hierarchies ensure roles and responsibilities are clearly stated within all departments, alleviating confusion and tangled lines of control, improving general communication among peers, and streamlining the organisational process. Additionally, adequate structures enable an organisation to allocate finances according to the priorities and objectives dictated by various functions, maximising resource utilisation and encouraging specialisation (Gleeson, 2019).

Nevertheless, departmental, functional structures do form indirect silos wherein the employees primarily interact within their operational departments obstructing cross-functional collaboration and communication (Gleeson, 2019). Also, perfect functional structures do not only sometimes provide the necessary flexibility to avail services as per the changing market conditions or advancements in project requirements, which may slow the process of decision-making and innovation.

Example: Apple Inc. 

Apple Inc. has branches in many countries, so each unit has its function, which is reflected in the company’s structure. There is an array of departments, including hardware engineering, software development, marketing, and retail operations, that could be headed by the functional managers in charge of their functions (Functionly, 2023). 

AC 1.2

Organisational strategy refers to the complete planning of a company to achieve long-term goals and objectives. It includes many things but generally incorporates decisions on resource allocation, competition and value generation (Personio, 2023). To Apple Inc., the strategy is the reason for Apple’s specific purpose for developing its business operations. The strategic goals and objectives produce a road map which reveals the arc of Apple’s aspirations, including market leadership, innovation, profitability, and customer satisfaction (Cury, 2024). 

Linking between Strategic Goals and objectives with an Organization’s products.

Apple’s strategic goals and objectives largely guide product development and innovation. For instance, one of Apple’s strategic targets is to continue to be the leader of the technological industry inspired by unceasing innovations. In turn, this objective for the business has devoted a significant portion of its funds to research and development work. This has resulted in the company developing the historical iPhone, iPad and MacBook models (Cury, 2024). Besides, the success of Apple’s website depends on how coherent its product portfolio is with its strategic objectives. This is done to ensure that the company’s products meet the needs and preferences of its consumers and that Apple stays above the competition.

The connection between strategic Goals and Objectives and Organizational Services.

Strategic objectives also ensure that the company provides services and enhances customer experience. Apart from the impressive quality of Apple products, exceptional customer service and support also play an essential role in creating overall customer satisfaction and loyalty for the brand. For this reason, Apple provides customers with a broad range of services, such as accessible AppleCare, Genius Bar services, and online support platforms, to simplify getting answers and solutions for their problems. Through attention to quality and consistency of services, the company strengthens its brand recognition and customer loyalty, which are the basis for the steady work of the enterprise (Cury, 2024).

Connection between strategic goals and objectives and organisational customers

Apple’s strategic direction and objectives are devised around the company’s insight and knowledge of customer preferences, behaviour and expectations. Besides personalisation, the business strives to retain customer loyalty by providing products and services that correspond to user’s lives and improve them (Organimi, 2022). For instance, Apple’s emphasis on usability, integration, and coherence among related items points to its dedication to offering the best customer experience. Customer satisfaction is achieved through meeting or exceeding the customers’ expectations, a mechanism which repeats consumers’ demand for the products. Hence, brand loyalty is created, repeat purchases are accomplished, and positive word-of-mouth marketing happens (Organimi, 2022).

AC 1.3

Market competition and technological advancements.

Market competition and high-paced technological developments remain critical external factors affecting Apple. The technology sector is highly competitive, with businesses spending their resources searching for new technology to extend their market shares (StrategyFinders, 2023). The technological revolution is why Apple is creating new avenues to prove itself as an innovative force.

Positive Impact

These factors function as a stimulus ahead of innovation and uniqueness of Apple’s products, making consumers’ experience better and the company’s products more in demand. For instance, the evolution of 5G technology into iPhones may give a leading method for quicker data speeds and better connections, thus providing a competitive advantage (StrategyFinders, 2023).

Negative Impact

Apple is also facing problems of ferocious competition and technological disruptions, which might be a source of loss for the company due to smaller market shares or the business’s unprofitability. If Apple manages to continuously catch on with competitors’ innovations, it might be on time in the key categories (StrategyFinders, 2023). These impacts are long-term as long as the advancements continue and the market share expands.

Government regulations and legal compliance.

Countries globally heed the legislation that covers different areas like intellectual property rights, data privacy, and environmental sustainability.

Positive Impact

Compliance with regulations means that Apple operates both ethically and responsibly. The company’s conduct is thus protected by its reputation, and the company is also protected from litigations. The company complies with environmental rules and participates in image building (Pereira, 2023).

Negative Impact 

Nonetheless, implementing this stricter rulemaking or lawsuit can bring financial pressure. For example, research institutions may be subject to legal challenges for infringing patents or other antitrust disputes, which can be pretty costly or slap restrictions on the businesses (The company’s conduct is thus protected by its reputation, and the company is also protected from litigations.).

Trend: environmental awareness and sustainability

Another trend affecting Apple Inc. is the focus on sustainability and environment conservation among consumers and stakeholders, as witnessed by the growing interest in those subjects with time. With the growth of environmental concerns and climate crisis awareness, consumers expect organisations and brands to focus on eco-friendliness (Lombardo, 2023). 

Impact

Implementing sustainable initiatives into corporate practice will grow Apple’s image as an eco-friendly brand, appeal to customers sharing similar values, and expand the development of environmentally friendly technologies (Lombardo, 2023). However, the outcome of ignoring similar danger is that consumers who are mindful of the environment may misjudge the business and leave it to competitors. The sustainable fashion trend will continue progressing, becoming increasingly crucial for consumer choices and industry norms.

Top 3 Priorities for Apple Inc.

Innovation and Differentiation

Therefore, Apple needs to emphasise new product innovations to help it stand out from its rivals and retain its leadership in the market.

Compliance and Risk Management

Government regulations, law compliance, and risk management have become part of Apple’s priorities, becoming the pillar of its reputation and financial sustainability.

Sustainability Integration

Adopting sustainability strategies that embrace green design and sustainable operations in the product design and manufacturing processes is vital in understanding consumer preferences and handling logistical risks.

AC 1.4

Scale of Technology at Google (my organisation)

Merits and demerits

Increase in Technology Adoption

Advantages

Google has pioneered industry automation using AI and other high-tech technologies, successfully transforming the working environment and prompting such innovations. Google’s technological developments have profoundly changed how people work, from machine learning algorithms incorporated into search engine optimisation to artificial intelligence applications serving as chatbots helping with client queries (Kienitz, 2016).

Disadvantages

The growing scope of technological change comes up in the issue of skills gaps among workers and reluctance to change. Not all employees may have the skills to use the digital opportunity fully. Hence, there will be an unequal distribution of talent, leading to an empty pool of teamwork and happiness at work (Kienitz, 2016).

Examples of Technology Used by People Professionals

AI-Powered Recruitment Tools

Impact on Workers

With AI-based recruiting tools, professionals can screen and select from among many candidates faster and more efficiently than the earlier process, which takes much time and effort (TalentClick, 2018). Besides, workers may be biased against non-human algorithms, and the platforms using algorithms may mislead qualified candidates because of predetermined criteria.

Impact on Working Practice

These technologies automate the hiring process. Therefore, HR experts can take care of essential activities such as candidate engagement and developing a brand as an employer (TalentClick, 2018). Besides, workers may be biased against non-human algorithms, and the platforms using algorithms may mislead qualified candidates because of predetermined criteria.

Employee Performance Analytics Platforms

Impact on Workers

Using analytics and AI in platforms for tracking employee performance analyses individual and team performance indicators. It allows decision-making for personal development initiatives and hiring suitable candidates (Cambridge Spark, 2023). These tools can create opportunities for skill development and for getting a clear insight into the performance. However, they may raise the fear of surveillance for workers if a transparent approach is not taken in their implementation.

Impact on Working Practices

These systems serve as a development companion that continuously offers performance insights upon which data-driven decisions can be made, and personalised development plans can be set up. This leads to balancing data-driven approaches by utilising human information and judgments to enable employees to keep their morality and engagement (Cambridge Spark, 2023).

AC 1.5

Edgar Scheins Model of Organizational Culture.

Edgar Schein’s model of organisational culture proposes three levels that collectively define an organisation’s culture. 

Artifacts and Symbols

These decorative and non-decorative elements superficially represent the culture of a company. Such elements also consist of material components (including office location, angular vestment, rituals, and logo) (Juneja, 2024). 

Espoused Values

Within the organisation lies the professed values, principles, rules, and ideas the institution tries to live by. The statements of companies’ ambitions, their code of ethics, and the reports made official by the companies can be seen as direct and more visible nature of these values (components (including office location, angular vestment, rituals, and logo) as well (Juneja, 2024). Such values underpin the organisation’s actual winning and what it considers the main goal or mission that contributes to the creation of the behavioural and decision-making patterns within the organisation.

Basic Assumptions

Schein’s model has shared assumptions encompassing the underlying principles that provide structure within the organisation. These beliefs usually are highly biased and intuitively understood, thus altering their meaning and interpretation of nature. The fundamental premises form the background of the organisational culture and remain indelible in that culture even if they are not written down, but dramatically affect the way the organisation functions and shows itself in behaviour (Sridharan, 2022).

Schein’s model is a component that highlights the role of understanding and aligning all levels of culture and also seeing their effect in the effective management of organisational change, a positive work environment creation and hitting the intended organisational goals (Sridharan, 2022).

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs is a well-known motivational theory that proposes five hierarchical levels of human needs arranged in a pyramid. The lower level of the hierarchy is made up of physiological needs, including water, food, shelter and sleep (Herrity, 2022). After the physiological needs of individuals are met, they strive for safety and security, which cover them physically and financially. Love and Belongingness Needs have to do with interdependence with family, friends, and the community, as well as an individual’s sense of welcome, peace, and security (Channell, 2023). Already feeling satisfied at the lower level, individuals now move forward to find themselves and, more importantly, the approval and recognition from others. This implies having regard from colleagues, exceeding goals, experiencing a feeling that one is excelling, and self-esteem. The ultimate place of the pyramid is the self-actual realisation aims, which represent people’s need for personal development, fulfilment, and self-realisation (Channell, 2023).

As a result of his theory, Maslow presumes that the consolidation of lower-level needs is required for an individual’s higher-level motivation that ends with self-actualisation at a much higher obtainable level.

AC 2.2

People practices at Apple Inc. and their Implications.

Impact on Organisational Culture: Evaluation of Personnel and Feedback Channels

Performance evaluation and the feedback system that Apple incorporated into its organisational culture are some of the prominent people practices that affect its organisational culture. Within the Apple Corporation, performance reviews occur as part of a continuous process that gives employees feedback on their output level and accomplishments (PerformYard, 2022). Usually, this appraisal is conducted by supervisors and peers focusing on the closeness of such process to performance evaluation. 

Impact

The central element of Apple’s performance review process has been recognised to influence the organisational culture greatly by producing an environment of accountability, continuous progress, and excellence. Apple does this through constant feedback so that the staff can be pressed to be at the top of their roles and maintain the company’s attitude about being innovative and having a high standard of quality (PerformYard, 2022).

Benefits and drawbacks

Continuous feedback enables the experts to know their areas of strength and weakness, hence creating the inner urge for growth and development (Johnson, 2019). Besides, the affirmation by the boss allows for building a climate of trust in the company. It helps the conversation to go in the right direction, thus supporting commitment and motivation.

Nevertheless, as some measures might be designated to create equal chances for people, performance reviews are still under the radar of biases, which results in different employee ratings and perceptions. In addition, the pressure to perform well during the performance reviews may lead to the associated issues of stress and anxiety that might, in turn, affect the general health and morale of the employees (Johnson, 2019).

Impact on Organisational Behavior – Encouragement of Innovation and Creativity 

Apple Inc. allows all people in the organisation to embrace innovation and creativity. An innovative culture grows at Apple, where the workers are given the space to think outside the box, make daring attempts and challenge the norm in their functional areas (TY Content, 2017).

Impact

This culture of innovation is not only coming from and within Apple’s tradition, but all of the elements from its operations are encouraging the following big breakthrough product (TY Content, 2017).

Benefits and drawbacks

Employees are encouraged to think out of the box. This promotes innovation and the desire to push the boundaries of what is possible, which leads to tremendous success for the organisation and sets it apart in the marketplace through overall differentiation and excellence (Rready, 2022).

However, innovation considers risks, and some projects could be affected. Risk management is one of the most important aspects of any development activity. Failure to manage risk properly can cause serious setbacks, leading to wastage of resources. Besides, while transitioning, some employees might need more time to be ready to accept the change that innovation may bring, and they might want to stick to their old routines of work (Rready, 2022).

AC 2.3

Lewin’s 3-Step Model

Lewin’s 3-Step model is a foundational theory of change management that emphasises the importance of unfreezing existing behaviours, introducing new behaviours, and then refreezing them to make them stick.

Unfreezing

This step involves initiating new ideas by transitioning the former processes and habits into an open mindset for change. This entails mainly the development of critical thinking to the misapprehension of the necessity for change along with the resistance to change by challenging the status quo (Raza, 2019c

Change

The change could include establishing new processes, dysfunctions, or technology, as required, to curb the problems identified as barriers to achieving the desired change (Raza, 2019). Communication, awareness, and help during this timeframe make the transition easier.

Refreezing

The last stage is to prevail over the organisation with the new behaviours introduced. Their integration into the organisational practices, systems, and workplace routines should be the goal of the performance management program (Raza, 2019). This is about embedding the changes into the organisation’s culture through policies, actions, and practices to recruit employees for the long-term adoption of positive behaviours.

Kotter’s 8 Stage Model

Kotter’s 8-Stage model provides a comprehensive framework for managing change effectively by guiding organisations through eight sequential stages:

Establishing a Sense of Urgency

Kotter stresses that an apparent reason for change is essential for the success of the change processes, especially to engender support and resist opponents (Jain, 2019).

Creating a Guiding Coalition

This includes establishing a connecting link between all the key players and leaders and identifying influencers that will contribute to the success of the change initiatives (Jain, 2019).

Developing a Vision and Strategy

It entails envisioning and outlining a healthier vision and strategy that provides direction and states what individuals want to see.

Communicating the Vision

This encompasses successfully giving the vision and strategy to everybody in the stakeholders in that their minds align and they are committed (Jain, 2019).

Empowering Broad-based Action

It addresses giving responsibility to personnel on all levels for direction finding towards change management and propagation of that process among the rest of the firm’s employees.

Generating Short-term Wins

This entails celebrating successes each time a visible signpost is reached and, therefore, showing the short and long-term view of the dream to keep the momentum going (Kotter, 2024).

Consolidating Gains and Producing More Change

It addresses trying out strategies that worked and finding ways to build to change, starting with us, sporting activities and solving additional obstacles (Kotter, 2024).

Anchoring New Approaches in the Culture

This happens by placing the changes at the core of the organisational culture and bringing the policies, procedures, and behaviours to congruity with the updated vision and values (Kotter, 2024).

Although both models advocate a proactive approach to change management, the significant difference is in the presentation of how effectively the vision can be communicated, the stakeholders involved in the process, and efforts for the whole organisation to get their culture accountable to change.

AC 2.4 

The Kubler-Ross Change Curve

The Kubler-Ross Change Curve is the model used for changes or loss. It is also known as the Five Stages of Grieving. It explains individuals’ responses and coping mechanisms for the significant changes. Developed initially to understand the emotional stages experienced by terminally ill patients, this model has been widely applied to organisational change management.

Shock or Denial

At first, a new situation is usually associated with a feeling of awe or a person’s desire to avoid it. Employees might have a sense of disbelief and even be unwilling to accept some transformation while sticking not to leave their favourite places of activities and avoid the necessity of adapting. This period represents disbelief and disbelief (Andrea, 2024).

Anger or Resistance

People follow up the shock of the change by showing their anxiety or rejection of the alterations. It very quickly manifests their agitation, imputeness, and hostility toward this transformation and the ones promoting the process (Indeed Editorial Team, 2022). 

Bargaining or Negotiation

This stage can contain negotiations and restructuring to reduce the threats from the change for the parties concerned. On the other hand, they may opt out of dismissing the alternative or compromising in the process while trying to regain control or minimise the disruption (Indeed Editorial Team, 2022). 

Depression or Sadness

With the actual ramifications of the changes unveiled, the employees could experience the symptoms of sorrow, anger or even depression. They find themselves mourning the loss of routines, familiar relations, or previously comfortable job positions (Andrea, 2024).

Acceptance or Integration

By this time, employees eventually get to the final phase of adaptation, wherein they adjust to the changes and more or less accept the new order. Exercising a resilient, flexible, and adaptive character and their preparedness to accept new challenges become their main traits (Indeed Editorial Team, 2022).

AC 2.5

Employee Health and Happiness

The goal of incorporating wellness at work is to ensure employees experience the improvement of their physical, mental, and emotional well-being. A healthy work environment lets employees manage their stress levels, increases the pleasure in the job and makes them happy (Wedgwood, 2023).

Increased Productivity and Performance

Employees feeling well-supported and recognised by their workplaces are more likely to be eager to report to work and register high productivity compared to those who are not. The present era is characterised by flexibility and is no longer bound to an office. This is why well-being initiatives such as flexible working arrangements, employee assistance programs, and mental health support can become a differentiator that enhances job performance and productivity (Wedgwood, 2023). 

Factors affecting well-being

Workload and Job Demands

Unrealistic expectations, demanding deadlines with repeated requests, and high expectations can significantly affect an employee’s wellness. Staff who cannot manage the workload or feel overwhelmed are in a state of stress, mental health issues, and burnout (Musilek, 2019). The employers have to control the workload level, supply necessary help and resources, and press for work-life balance to minimise the negativity on mental health.

Workplace Culture and Relationships

The organisation’s culture and connections highly shape employees’ health conditions. A dangerous work environment with lousy communication, conflict, and insecurity will implicitly decimate employee mental health and morale (Musilek, 2019). Contrarily, organisations that create a positive workplace environment that embraces equity, cooperation, and good manners have a sense of belonging and a safe psychological space for their employees.

AC 3.1

Attraction/Recruitment

Attraction involves enticing candidates who are being approached via job positions and employer branding (Verlinden, 2020). Management of the recruitment process entails getting the candidates, carrying out interviews, and choosing who will be selected (Verlinden, 2020). The job of a recruiting manager includes preparing attractive and informative job ads, planning and implementing recruitment campaigns, and following fair practices in the hiring process and the final decision-making, focused on the organisation’s goals.

Induction/Onboarding

Induction deals with establishing new employees with the company’s cultural environment, procedures, and policies. Onboarding addresses extending the necessary feedback and guidelines to the new team members while they familiarise themselves with their tasks (Verlinden, 2020). People professionals are involved with documenting and implementing a newcomer program, organising orientation meetings, welcoming and interviews, and easing the adaptation process for the newly hired workers.

Development/Retention/Engagement:

Development involves building in-house employees’ skills, career planning, and advancement. Retention involves initiatives implementing innovative policies and programs designed to ensure better employee retention while promoting employee satisfaction. Engagement helps establish a great office atmosphere for higher employee engagement and productivity (Personio, 2021). People professionals are tasked with implementing learning and leadership programs, devising and executing retention strategies, and participating in team engagement initiatives, all critical elements in strengthening employee morale.

Exit/Separation

Exit involves managing the personnel outside of the organisation; in contrast, separation involves performing those procedures that pertain to exiting the job plus administrative termination of relationships with various departments. People professionals engage in exit interviews, provide separation procedures with accountability, and analyse customer experience to enrich retention methods (Personio, 2021).

AC 3.2

People practice involvement, crucial to HR areas like talent management, performance management, learning, and development. Through the optimised talent acquisition, development, and retention functions, people practitioners provide an organisation with all the necessary and critical skills and experience to assist the organisation in attaining its strategic goals (Stewart and Brown, 2019). Moreover, performance management processes allow individual goals to match organisational aims, build an accountability culture, and create an environment to attain performance excellence.

Besides, people are integrated as part of connections to other departments like operations, finance, and marketing. Systematic strategies like workforce planning and resource allocation will improve operational efficiency and the whole system’s productivity. The remuneration and benefits package management in finances corresponds to budgetary parities and reflects equal employee rewards (Stewart and Brown, 2019).

Furthermore, people practitioners perform catalytic roles in the organisation’s strategic direction through employee engagement, work-life balance, and diversity and inclusion. Employees who are engaged and satisfied are likely to work more diligently, produce more effectively, and achieve their goals, which motivates them (Stewart and Brown, 2019). Similarly, creating an environment of inclusiveness and diversity heightens innovation, creativity, decision making and competitiveness, translating to sustainable success and superior performance in the market.

AC 3.3

Consultation and Communication Processes

Here, members have meetings, consult with the focus groups, and provide feedback mechanisms, which are the basics of consulting and communicating with internal consumers. Meetings let various issues be addressed and encourage collaboration in progress, while in focus groups, some of the significant topics can be reviewed deeply. Feedback mechanisms, including surveys or suggestion boxes, help communicate employees’ requirements and look out for their problems (Mahapatro, 2021). It is essential to include a stakeholder liaison to keep everyone in the loop regarding requirements and concerns so any deficiencies can be quickly addressed. 

Stakeholder Analysis

Stakeholder analysis requires distinguishing all stakeholders, establishing priorities, and understanding their interests, concerns, and influencing factors in organisational decision-making. It can start with finding out stakeholders’ influence and interest using mapping techniques, interviews, surveys, or other similar tools that will help organisations in that regard and afterwards analyse their expectations and needs (Mahapatro, 2021). It is fundamental for relationships and cooperation with stakeholders to balance organisational goals and stakeholder interests. 

Needs Analysis Activities

The needs analysis process checks out what current and future customers and staff members may need from the people department. This may be in performing skill gap assessments, checking performance feedback, or analysing qualitative data to identify issues, such as patterns or trends (Mahapatro, 2021). The continuing exchange of ideas between employees and management catches such groups’ changing needs and aspirations.

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