5C001 Organisational Performance and Culture in Practice

5CO01: An introduction

This unit provides insight into the relationship between an organisation’s structure and its commercial factors. Organisational change and performance are explained in all their modes and factors. Learners need to understand the organisational structures connected to the following:

• The digital environment
• The importance of business strategy and planning
• Understanding the influence of culture
• The well-being of employees

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Learning objectives

The learners will be able to acquire skills in;

• The relationship between organisational structure, strategy, and the physical business environment
• Evaluate the challenges and priorities in an organisation by analysing the factors and modes of external operations.
• Describe the factors that influence change in an organisation, including theories and human behaviour.
• Assess how to promote a positive culture by building on diversity and inclusion
• Analyse the relationship between an employee’s lifecycle and their work. Analyse how people practice can support organisational strategies to meet the organisation’s objectives and promote its internal needs.

The relationship between organisational structure, strategies, and the physical environment

Students will understand how to assess the strengths and weaknesses of various types of organisational structures and why they should be supported. The products, services, and customers of different types of organisations vary. The participants gain insight into the relationship between a company’s strategy, revenue generation methods, products, services, and customers. By analysing how external circumstances and business environments influence corporate organisational strategies, perceptions and performance, establishment and implementation of strategies, revenue-generating modes and formulations of strategies, and the notion of how to integrate strategies both horizontally and vertically, this can be accomplished.

The learners examine the modes of impacting the external organisation and its factors. We can achieve this by using trusted approaches to analyse legal regulations, the importance of the organisational lifecycle and the market. It is also essential to analyse the external factors when determining an organisation’s competitiveness and government policies. Various factors, including international aspects and international bodies, are considered when making organisational decisions. In addition, factors like demographics, social and technological insights, the importance of technology, and how trends influence an organisation’s priorities are also essential to consider when looking at an organisation’s external environment.

The learners analyse an organisation’s current priorities, issues, and causes. These priorities and issues include organisational construction, different work sessions, and new products and services. The other issues include working in a remote area, financial targets, customer initiatives, reorganisation, technology development, shortage of labour, development of new products, and skills shortage.

People practices in an organisation impact the structures and systems within it. In this chapter, we examine how people professionals can impact organisational structure and systems, such as through strategic influence, business partnerships, and organisational arrangements, the capability of the workforce, talent management, and identifying priorities for an organisation.

An assessment of a company’s technology level and impact on the work environment is provided by this unit. In assessing the level of technology in an organisation, we can look at the working equipment, the updating of work systems in an organisation, the implementation of technology across an organisation, the level of technological support, and the amount of money spent on technology.

Organisational culture and the way people behave at work

During the course, learners gain insight into people and organisational behaviour. They can analyse how people and organisations behave. For example, the model of employee behaviour in a team is evaluated to understand organisational culture. Several theories have successfully explained different workplace cultures, including the system theory, nudge theory, and high-performance organisational theory. Leadership and management, group dynamics, organisational support, and motivational theory can also explain people and organisational behaviour.

Learners evaluate the factors that drive change and how the changes are experienced. Several change management approaches, such as Lewin’s theory of change characterised by three steps, Kotter’s eight-stage model of change, planned model of change, drivers of change, environmental change model, and levers for change.

Diversity and inclusion at work are emphasised in this unit to promote a positive work environment. Diverse and inclusive concepts are clearly defined and outlined within the context of current diversity and inclusion legislation. In addition, this unit provides insight into the impact of culture without diversity and inclusion. The students learn to assess organisational culture and theories, identify the stages of culture within an organisation, and outline the classifications of culture. Positive cultures are characterised by fair processes and policies, shared skills and knowledge, employee engagement, voice and involvement, and shared beliefs.

Behavioural patterns at work are affected by the impact of people practices on an organisation’s culture and behaviour. Observing how much people’s practices influence their behaviour can be assessed. For example, individuals practice champions for better work and better working lives by modelling their behaviour through role models and policies. Furthermore, the potential for impact is affected by beliefs and values, trust, motivation when someone is rewarded, attitudes about provision and learning, and the value an organisation places on employees.

The unit examines the impacts of work on employee well-being and its factors. To achieve this, assess how well-being impacts employee engagement, purpose at work, job satisfaction, motivation, physical and mental health, resilience, and self-esteem at work. All of these are associated with: psychological work-life balance and challenges related to family; motivation, such as the expectation theory where employees strive to be the best to be rewarded; and the commitment level of employees and issues arising from this, such as punctuality, absenteeism, efficiency and capability, and working relationships.

The way people practice affects the achievement of organisational goals and objectives.

During the unit, we evaluate the relationship between employee lifecycle and work-life while assessing the wide range of people roles at each stage of the lifecycle and how they evolve progressively. An employee’s lifecycle can be broken down into five phases: attraction, recruitment, induction, engagement, succession, exit, and post-employment connections.

Human resource practices are related to organisational areas, supporting other people, and organisational strategies. In order to do this, it is necessary to assess the relationships between specified people practice areas, including human resources, learning, and development, among other organisational aspects. People practices and function-making strategies, links between people practices and organisational functions, services provided by some regions of people practice and how they are supported in an organisation, and the ways in which people practices are acquired, employees, and organisational support.

Throughout the unit, you will discover the current themes defining how people conduct their work in specific fields. Technology provides a solution to the work challenges encountered in different settings and environments. Students examine how current insights affect people’s work both internally and externally.

This course provides students with a chance to examine the processes of consulting and engaging with internal clients. An excellent way to do this is to analyse how people practices work on internal customer needs, conduct stakeholder analyses, conduct consultation and communication processes and perform a need analysis of the activities.

Participants will analyse the crucial components of planning strategies that guarantee the delivery of the project, which must comply with the customer’s requirements. Planning includes the following: establishing goals, determining milestones, assessing risks, estimating costs, collecting resources; project management includes conception, implementation, and termination; and developing strategies to ensure that a project meets its objectives. The leadership of an organisation, for example, constantly communicates with stakeholders and conducts activities to facilitate monitoring and evaluation.

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