New Brief 5CO01 Assignment Example

New Brief 5CO01 Assignment Example

Getting a hold of your CIPD Level 5 assignment can be challenging and often you may find yourself stuck while attempting to draft the most suitable answer that will secure you that pass. With the release of the NEW 5CO01 brief (V6) 2025- 2026, our team at HR Support Desk has developed the most suitable and exceptional 5CO01  sample answers to help guide CIPD learners as they work through their June – 2025 5CO01 assignments. The 5CO01 New Brief assignment answers (V6) have been laid out in proper and simple language, helping the learners grasp each concept and comprehend the Organisational Performance and Culture in Practice New 5CO01 assignment layout. Our aim is to give learners easy time to construct concise and appropriate answers to their June 2025 5CO01 assignments, saving them a lot of time and resources.

 

June (2025-2026) New Brief 5CO01 Assignment Task – Questions

June – 2025 New Brief 5CO01 Assignment Answers (V6), knowledge and understanding will be assessed through written responses to the following questions.

Q1. Evaluate the extent to which the flat non-hierarchical structure was appropriate under Kirsten’s ownership and the extent to which the hierarchical bureaucratic structure is suitable under Chaffinch Group’s ownership. (AC 1.1)

 

Q2. Analyse how Chaffinch Group could use a rational approach to strategy formulation to ensure that services provided meet customer needs. (AC 1.2)

 

Q3. Analyse one external factor that is currently having a negative impact on the residential care industry and one external factor that is currently having a positive impact on the residential care industry. (AC 1.3)

 

Q4. Under Kirsten’s ownership of Calmere House, there was little investment in technology. Chaffinch Group want to change this approach and have decided to implement technology to deliver better patient care and employee experience. Assess how technology could be used by Chaffinch Group and how this would impact work at Calmere House. (AC 1.4)

 

Q5. Using theories and models which examine organisational and human behaviour, explain why problems have arisen following the takeover of Calmere House by Chaffinch Group. (AC 2.1)

 

Q6. Assess how changes to selection and employee voice have impacted organisational culture and behaviours at Chaffinch Group. (AC 2.2)

 

Q7. Explain how Chaffinch Group could have better managed the change from a small owner managed care home to Calmere House being part of a large organisation. (AC 2.3)

 

Q8. Explain the experience of change for the employees at Calmere House and examine how this is reflected through the stages of one model. (AC 2.4)

 

Q9. Assess two factors that could impact employee wellbeing at Calmere House including why it is important that these factors are addressed. (AC 2.5)

 

Q10. Discuss how the people manager, recruitment advisor and employment relations case advisor could support the retention stage of the employee lifecycle. (AC 3.1)

 

Q11. Analyse how people practices could help Chaffinch Group to fill 100% of resident rooms within six months. (AC 3.2)

 

Q12. Discuss how Kath could consult and engage with employees to understand why employee turnover at Calmere House has increased. (AC 3.3)

 

(2024-2025) 5CO01 Assignment Task – Questions

New Brief 5CO01 Assignment Answers, knowledge and understanding will be assessed through written responses to the following questions.

Evaluate the advantages and disadvantages of both a divisional structure and a matrix structure. Within the evaluation, you should include the reasons underpinning each structure. (AC 1.1)

 

Analyse the extent to which the organisational strategy in your organisation (or an organisation with which you are familiar) helps to ensure products or services meet customers’ needs. (AC 1.2)

 

Analyse the current impact of interest rates, inflation and one other external factor on your organisation (or one with which you are familiar). Identify organisational priorities arising from your analysis. (AC 1.3)

 

In February 2024, Peter Cheese, current CEO of CIPD stated, “AI is transforming jobs, careers, and workplaces. People professionals have a key role to play in encouraging safe experimentation and rapid learning, so that we can reap the benefits and mitigate the risks.” Assess the extent that AI is, or could be, used in your organisation (or an organisation with which you are familiar) and assess how AI impacts work. (AC 1.4)

 

Explain Charles Handy’s model of organisational culture and explain David Rock’s SCARF theory. (AC 2.1)

 

Assess how employee selection or employee development impacts organisational culture and behaviour in your organisation (or one with which you are familiar). (AC 2.2)

 

An organisation is planning a change relating to hybrid working. Many employees moved to home working during the Covid-19 pandemic. Whilst this approach worked well at the time, the organisation now wants all employees to work at least two days a week on site. Explain how Kotter’s approach to managing change could be used to successfully implement this change. (AC 2.3)

 

Using the Kubler-Ross change curve, discuss how change is experienced. (AC 2.4)

 

The CIPD’s Health and wellbeing at work survey 2023 found the percentage of organisations that have a standalone wellbeing strategy has risen from 40% in 2018 to 53% in 2023. Although the percentage has increased, this means that 47% of organisations do not have a standalone wellbeing strategy. Assess the importance of wellbeing at work and assess how good work could impact wellbeing. (AC 2.5)

 

Provide a brief overview of the employee lifecycle and discuss people practice roles at the recruitment, development, and separation stages of the lifecycle. (AC 3.1)

 

Analyse how people practice supports organisational strategy through vertical integration and how people practice supports wider people strategies through horizontal integration. (AC 3.2)

 

An organisation is planning to introduce a four-day working week. Discuss the processes the people function could use to consult and engage with managers and employees to understand their needs when moving from a five-day to four-day working week. (AC 3.3)