5CO01 Organisational Performance and Culture in Practice

Introduction to 5CO01

5CO01 is a unit that provides insights on the links between an organisational structure and the commercial factors in an organisation. It explains all the modes and factors associating with delivering organisational change and performance. Learners need to understand the organisational structures related to:-

• Digital environment
• Importance of having business strategy and planning
• Appreciating culture influence
• Employees well-being

Learning objectives

Learners will be able to acquire skills on;-

• The connection between organisational structure, strategy and the physical business environment
• Analyse the factors and mode of external operations and assess the challenges and priorities in an organisation.
• Explain theories and human behaviours in an organisation and factors that initiates change.
• Evaluate how to build on diversity and inclusion to promote a positive culture
• Examine the relationship between employee’s lifecycle and work. Examine how people practice supports organisational strategies to promote the internal needs and meet organisational objectives.

The connection between organisational structure, strategies and physical environment

Learners will gain insight into assessing the strengths and weaknesses in various types of organisational structures and why they should be supported. Different types of organisations have an associated range of products, services and customers. They gain insight on evaluating the links between organisational strategy, ways of generating revenue, products, services and customers. This can be done by assessing how external circumstances and business environments frame corporate organisational strategies, organisational perception and performance, establishment and implementation of strategies, revenue-generating mode and ways of formulating strategies and the notion of how to integrate strategies both horizontally and vertically.

Learners outline the mode and factors that impact the external organisation. This can be achieved by using trusted approaches to analyse legal regulations, the importance of the organisational lifecycle and the market. Analysing the external factors also determine the organisational competitiveness and its government policies. The international and global factors, as well as the international bodies, help determine the organisational decisions. The demographics, social and technological insights, importance of technology, and how trends affect an organisation’s priorities are also essential factors to consider when seeking to understand the organisation’s external environment.

Learners analyse current priorities, issues and their causes in an organisation. Examples of such priorities and issues include organisational construction, differences in work sessions, and new products and services. Other issues include working in a remote area, business expansion,  financial targets, customer initiatives, reorganisation, technology development, shortage of labour, development of new products, shortage of skills, and restructuring.

The unit explains how people practices affect the structures and systems in an organisation. It provides an analysis of how people professionals can impact organisational structure and systems such as strategised influence, business partnership, and organisational arrangement, the capability of staff, talent management and identifying priorities of an organisation.

The unit provides an assessment of the level of technology in an organisation and how it affects work. The level of technology can be assessed by analysing the functioning equipment, updating work systems in an organisation, work systems, implementation of technology across an organisation, level of technological support and organisation technology spend.

Organisational culture and actual outlook of the way people behave at work

Learners gain insight on how to interpret people and organisational behaviours.  This can be done through analysing ways on how people and organisations behave. For instance, the model of behaviour in team performance is evaluated to understand the organisational culture. The system theories, nudge theory, and high-performance organisational theory is models that effectively explain different cultures in the workplace. Leadership and management, group dynamics, organisational support and motivational theory also seek to explain people and organisational behaviours.

Learners evaluate factors that drive change and how those changes are experienced. There are various change management approaches, namely, Lewin’s theory which has three steps models of change,  Kotter’s eight-stage model, planned model of change, drivers of change, environmental model of change and levers for change.

The unit outlines how diversity and inclusion are built at work to promote a positive culture. The diversity and inclusion concepts are well defined while at the same time outlining current legislation on diversity and inclusion. The unit provides insights on the impact of culture without diversity and inclusion. Learners become skilled in assessing organisational culture and theories models, assessing the stages of culture in an organisation, and outlining the classifications of culture.  A positive culture is composed of fair processes and policies, shared skills and knowledge, employee engagement, voice and involvement, shared beliefs and organisational learning.

The way people behave at work is determined by the impact of people practices on organisational culture and behaviour. This can be assessed by observing the extent of people practice influence people’s behaviour. For example, people practice champions for better work and better working lives by setting their behaviour through role models and policies. In addition, the potential of impact is influenced by beliefs and values, trust, motivation when someone is rewarded, people attitudes concerning provisions and learning, and the value an organisation has placed on employees.

The unit analyses the importance of employee well-being at work and factors that impact well-being.  This can be achieved by assessing how well-being impacts employees at work concerning employee engagement, purpose at work and job satisfaction, motivation, physical and mental health, resilience, and self-statue. These are all associated with: psychological settlement of work-life balance and challenges related to family; motivation, for instance, expectancy theory where employees put efforts to perform in order to get rewarded; the commitment level of employees and issues arising from this such as punctuality, absenteeism, efficiency and capability, relationships stress and conflicts.

How people practice contributes to attaining organisational goals and objectives.

The unit provides a firm evaluation of the relationship between employee lifecycle and work-life while assessing the overview of people practice roles at every stage in the lifecycle and how they progressively evolve. Employee lifecycle can be defined by attraction, recruitment, induction, engagement, succession, exit and post-employment connections.

People practices relate to organisational areas, supporting other people and organisational strategies. This is achieved by assessing the connections between specified areas of people practice such as Human resources, learning and development, among other organisational aspects. The connections between some regions of people practices and function making strategies, connections between people practices and organisational functions, services provided by some regions of people practice and their support in an organisation, and ways in which strategies for people practice is acquired, employees and organisational support.

The unit outlines the themes that currently define how people practice carrying out their work in certain areas. This is significant in providing a solution to the work challenges experienced in different work settings and environments. Learners analyse how current insights are shaping the work of people practice in the internal and external environment.

Students get to analyse the processes of consulting and engaging with internal clients to understand their needs. This is well achieved by consulting process to understand how people practices work on internal customer needs, caring out stakeholder’s analysis, conducting consultation and communication processes and doing a need analysis of the activities.

Learners get to discuss the significant components of planning strategies that guarantee delivery of the project, which must be in line with the customers’ requirements. These components are planning, for instance: setting up goals, milestones, assessing risks, gathering resources, costs and interrelations; project management, for instance, conception, development, realisation and termination; setting up strategies to help a project can meet its requirements. For example, the leadership will constantly communicate with the stakeholders and carrying out activities that help in monitoring and evaluation.