Organizational performance and culture in practice

Organizational performance and culture in practice

Organizational performance and culture in practice

Explain how people’s practices impact on organisational systems and structures. you need to elaborate of another aspect like product development, Test market, product pricing, skills shortage, ..etc

for AC1.6 Evaluate the scale of technology within organisations and how it impacts work.

You need to illaborate of other aspect like: Employee perceptions of automation and its impact; How are AI and automation changing work?, leaders role; ..etc.

For AC 3.3 Discuss key themes that currently shape the work of an area of people practice and how these impact on the provision of people solutions..

You to discuss: How current trends within the internal and external environment shape the work of an area of people practice and the impact this has on the provision of solutions for people. Discuss the themes like: work force diversity, Technological trends, Globalization, …etc.

Task 2:
AC 2.1 Interpret theories and models which examine organisational and human behaviour.
You need to present and explain related theories (select any 3) of
1- Models of organisation and human behaviour: Team performance.: Group dynamics.; Systems theory;High- performance organizations theory; Handy organizational culture model; Nudge theory;SCARF.
2- Organizational Behavior Model: Autocratic Model; Custodial Model;Supportive Model;Collegial Model.

AC 2.2
Evaluate the drivers for change and basic models for how these changes are experienced. You have illustrated briefly some of the change management approached, but you ned to present at least 3 of theories in details, og organizational changes, and 3 theories of how peope experience change, and how you can implement it on your organization.

AC 2.3Explain how to build diversity and inclusion into your work in order to build a positive culture.
You need to define diversity and inclusion and its impact on organization. And illustrate theories and models of organisational culture; levels of culture; culture typologies. Features of a positive culture, for example shared beliefs, worker engagement, worker voice and involvement, learning organisation, fair processes and policies, shared knowledge.

AC 2.4 Assess how people practices impact on organisational culture and behaviour.
You need to explain the extent of people practice influence, for example people practice’s role of ‘people champion’, setting behaviour through policy, setting behaviour through role- modelling.

Potential impact on: beliefs and values; levels of openness and trust, for example through policy development; levels of motivation, for example linked to reward, engagement, relations and diversity and inclusion policies; attitude to and provisions and take-up of learning/CPD, linked to L&D policies, levels of staff well- being, linked to overall positioning, management and value placed on employees in the organisation.


Assess the importance of well-being at work and the different factors which impact well-being


Organizational performance and culture in practice


Organizational performance and culture in practice

You need to explain:
Importance of well-being at work:
how well-being at work impacts on the individual: for example worker engagement; worker motivation; job satisfaction and purpose; physical and mental health; self-image and resilience. Links to psychological contract, work-life balance, wider family issues. Links to motivation, for example expectancy theory’s effort-performance-reward- engagement cycle.

Impact: on levels of worker commitment and issues resulting from this for the organisation, for example issues resulting from reduced attendance, punctuality, capability and efficiency. Issues resulting from impoverished relationships and greater potential for stress and interpersonal conflict.

AC 3.1
Critically evaluate the relationship between the employee lifecycle and your work.

You need to explain, and illustrate :
Definitions of lifecycle, for example attraction, recruitment, induction/onboarding, development, retention/engagement including reward/relations, promotion/succession planning, exit/separation, possible post- employment connections. Overview of people practice role at each stage and how this continues to evolve. Touch points along lifecycle for particular areas of people practice (HR, L&D, OD).

AC 3.2 Assess how people practice connects with other areas of an organisation and supports wider people and organisational strategies.
You need to explain and access:
Connections: links between a specific area of people practice (HR or L&D or OD) and other aspects of organisation; links between an area of people practice and the strategy-making function; links between people practice and business/operational functions; services provided by an area of people practice and how they support the business.

Support: How people practice strategy is derived from and supports organisational/corporate strategy and employees.

AC 3.4
Discuss processes for consulting and engaging with internal customers to understand their needs.
You need to explain and access:
Consulting processes: how people practice liaises with and identifies internal customer needs; consultation and communication processes; stakeholder analysis; needs analysis activities.

AC 3.5
Explain the key components of planning strategies for ensuring that projects are delivered in line with customer requirements
You need to explain and access:
Key components of project plans: plan components, for example goals, milestones, resources, risks, costs and interdependencies; phases of project management, for example conception, development, realisation and termination.

Strategies to ensure project meets requirements: project leadership to ensure needs are met (for example regular and effective liaison with stakeholders, monitoring activities, evaluation activities