5C001 Organisational Performance and Culture in Practice

Evaluating Organisational Structures, Analysing Connections, External Factors Impact, Technology in the Workplace, Organisational Culture, Human Behavior, Change Management, Well-being at Work, Employee Lifecycle, and People Practice Strategies

1. Evaluating Organisational Structures

1.1 Advantages and Disadvantages of Hierarchical and Decentralised Structures

1.2 Analysing Connections between Organisational Strategy, Products, Services, and Customers

• Organisational strategy should align with customer needs and market conditions.
• Products and services must meet customer needs, align with strategy, and be competitive.
• Continuous monitoring and adjustment based on customer feedback and market changes are essential.

1.3 External Factors and Trends Impacting Organisations

Factors and Trends:

• Technological advancements
• Economic uncertainty
• Globalisation
• Political instability
• Climate change

Organisational Priorities:

• Innovation and digital transformation
• Financial management and preparedness for economic changes
• Global expansion
• Monitoring political developments
• Environmental sustainability

1.4 Impact of Technology on Organisations

• External factors impacting organisations include economic conditions, technological advancements, social and demographic changes, competition, and regulatory developments.
• Prioritising actions such as investing in new technologies, diversifying products and services, improving competitiveness, and adapting to changing regulations ensures continued success.

2. Organisational Culture and Human Behavior

2.1 Organisational Culture and Human Behavior Theories

Organisational Culture Model: Hardy’s Model

• Identifies four types: Clan, Adhocracy, Market, Hierarchy.

Human Behavior Theory: Social Cognitive Theory

• Emphasises learning through observation and imitation.

2.2 Impact of People’s Practices on Organisational Culture and Behavior

• Learning and development policies enhance motivation, loyalty, and retention.
• Leadership styles promoting transparency and collaboration foster positive culture.
• Organisational policies linked to trust and openness impact culture positively.

2.3 Approaches to Managing Change

• Lewin’s three-step model (Unfreeze, Change, Refreeze).
• Kotter’s eight-stage model.
• Planned change and drivers of change.
• Environmental Model of Change.

2.4 Models for Experiencing Change

• Lewin’s three-step model.
• Kubler-Ross adapted model (Denial, Anger, Bargaining, Depression, Acceptance).
• Coping cycle stages: Problem recognition, Coping strategy, Evaluation strategy.
• Spencer and Adams’s seven-stage model.

2.5 Importance of Well-being at Work

Factors Impacting Well-being:

• Work-life balance
• Physical and mental health
• Job satisfaction
• Image and resilience

Importance of Well-being:

• Enhances employee engagement and motivation.
• Fosters flexible work arrangements.
• Stress-management programs.
• Lowers absenteeism and turnover, increases satisfaction and engagement.

3. Employee Lifecycle, People Practice, and Organisational Strategies

3.1 Links between Employee Lifecycle and People Practise Roles

• Attraction and recruitment
• Induction
• Retention and engagement
• Promotion
• Exit

3.2 How People Practice Connects with Other Areas

• Human Resources
• Learning and development
• Organisational strategy
• Organisational structure

3.3 Consulting and Engaging with Internal Customers

• Stakeholders analysis
• Need analysis activities
• Consultation and communication processes
• Identifying customer needs through surveys

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