Organisational Performance and Culture in Practice 5CO01 GUIDE

Our detailed 5CO01 organisational performance and culture in practice guide unpacks reliable hints and tips for you presenting you with step-by-step instructions to help you succeed in your 5CO01 organisational performance and culture in practice assignment. This guide has been comprehensiviely written to assist you understand how to put together a 5CO01 assignment that meets all of grading requirements. These thought-provoking concepts will guide you as you lay out your arguments and help you generate suitable and correct 5CO01 assignment answers.

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(AC 1.1) 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. 

Evaluate: To judge or decide the importance, value, or amount of something by using evidence, information, and knowledge. A recommendation can then be made based on this information.

• This question specifies the exact types of structures to be evaluated – start with a description of a divisional structure and a matrix structure.
• Evaluate the advantages and disadvantages of a divisional structure and a matrix structure.
• Offer a confident judgement on the reasons underpinning these structures in terms of why those structures work for certain organisations. We recommend you provide a heading and then provide reasons such as links between structure and purpose

I.E Since everyone in the company has an equal say in achieving the company’s goals, a flat organizational structure may appeal to a company that wants to keep its personnel engaged and active. Includes links to relevant organisations as examples.

• Ensure your presentation is of a high professional standard include images and subtopics where you feel necessary. Remember images are not considered in the word count but subtopics are hence make a wise use of your available word count.

(AC 1.2) 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.

Analyse: To study something in detail, considering the pros and cons (advantages and disadvantages) to enable you to comment further.

• You MUST give a Confident analysis showing the connections between organisational strategy, products, services and customers For example, How organisational strategies are shaped by the business and external contexts; organisational insights and organisational performance; models of strategy formulation and implementation; concept of vertical and horizontal integration of strategy
• For instance when considering how organizational strategies are shaped by the business and external context we could consider the examples of businesses reshaping their strategies during COVID-19. Many companies resorted to tactics such as moving their operations online, creating more flexible terms for contracts, cancellations, and returns, and updating or altering their core offerings. To promote responsible consumer behaviour amidst the pandemic, Uber Eats introduced the “leave at the door” option so consumers don’t have to interact with drivers (Uber, 2020a). You may also explain how the products and services fail to meet the customer needs.
• For high grades include examples and wider reading linked to case organization (Well-chosen examples and references which are applied well to underpin the narrative).

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

Analyse: To study something in detail, considering the pros and cons (advantages and disadvantages) to enable you to comment further.

• Select an organisation to base your answers around (where you work or one you are familiar with)
• The question now specifies two of the three external factors to be analysed.
• You now need to analyse the impact of interest rates and inflation and one other external factor on your organisation or one you are familiar with. You can choose the third external factor.
• When explaining the organizational priorities arising from the analysis, think about what the organisation is doing to control the influence and drive profits despite the factors. For example expansion, contraction, restructuring, reorganisation, new product or service development, financial targets, skills shortages, labour shortages, technological developments, arising from factors and trends analysed in first part of response and provide some discussion around the key ones.

(AC 1.4) 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. 

Assess: To examine content and decide whether it meets the pre-determined criteria. You would then give your opinion, based on the facts and information you have been provided with

• The question specifically provides the context to be assessed, which is only AI, not other general technology.
• You also need to use your organisation, or one you are familiar with, for the assessment of AI.
• Ensure you are providing an assessment (eg benefits/drawbacks), base your response on an organisation you are working within or one you are familiar with. If you need a recommendation, Google is a good organisation to base this question around
• Give a confident assessment of the impact that AI has on people, working and working practices. Think about the scale of this technology and its impact on different functions, products and services provided; on worker efficiency, creativity and innovation etc.
• Give a confident response, which is clear, concise, and well-argued applicable to the organisation. Confident examples included in relation to workers and working practices. Provide well-chosen examples and references which are applied well to underpin the narrative.

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

Explain: To make something clear to someone else, and to give a reason for something that will enable them to understand better.

• Charles Handy’s model of organisational culture and David Rock’s SCARF theory need to be explained.

For a higher grade you should give a confident interpretation supported with strong and effective working examples.

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

Assess: To examine content and decide whether it meets the pre-determined criteria. You would then give your opinion, based on the facts and information you have been provided with.

• The question requires you to assess the impact of general people practices on organisational culture and behavior.
• This is either the impact of employee selection or employee development (not both) on organisational culture and behaviour.
• Think about how does employee selection impact the culture and behavior of an organization? Think about employees to be selected , e.g. to enhance a culture of diversity, what does this mean for employee selection?
• Think about how employee development impacts organizational culture and behavior. For instance suppose the organization hopes it will be flexible enough to adapt to any future changes within the organization or in the industry when they arise. What will this mean for employee development?
• You still need to refer to your organisation, or one you are familiar with, for the assessment.

(AC 2.3) 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.  

Explain: To make something clear to someone else, and to give a reason for something that will enable them to understand better.                                                                                                     

• The question provides a specific scenario and requires only Kotter’s approach to be used to explain how to manage and implement change in the scenario.
• Ensure your answers are linked to the management of change in the specific scenario provided
• In order to gain higher grades for this question the markers will be looking for evidence and wider reading/research. These are references which are applied well to underpin the narrative.

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

Discuss: To talk or write about a subject, while providing your own ideas and opinions on the subject matter.

• The question specifies that the Kubler-Ross change curve needs to be used to discuss how change is experienced.
• In order to gain higher grades for this question the markers will be looking for evidence of working examples and wider reading/research
• References which are applied well to underpin the narrative.

(AC 2.5) 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.

Assess: To examine content and decide whether it meets the pre-determined criteria. You would then give your opinion, based on the facts and information you have been provided with

• Give a confident assessment of the importance of well-being at work and the different factors which impact well-being.
• Ensure you include some of the following in your assessment discussions of the strengths and weaknesses, providing judgements of why well-being is important i.e., job satisfaction, motivation, engagement, psychological contract
• Ensure to assess how good work impacts well-being. Look at the 7 dimensions of good work by the CIPD and think about how they could influence well-being.
• Clear and effective examples offered to support answer.
• References which are applied well to underpin the narrative

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

Discuss: To talk or write about a subject, while providing your own ideas and opinions on the subject matter.

• The question now specifically requires a brief overview of the employee lifecycle. This could include the definition and mention the 7 stages of an employee lifecycle.
• Offer a competent discussion showing links of each of the three stage of the employee lifecycle (recruitment, development, and separation) to different people practice roles and how these roles continue to evolve. Touch points along lifecycle for particular areas of people practice human resource, learning and development, Organisational development and different people practice roles.
• Give clear and effective examples offered to support answer. References which are applied well to underpin the narrative.

(AC 3.2) Analyse how people practice connects with other areas of an organisation and supports wider people and organisational strategies. 

Analyse: To study something in detail, considering the pros and cons (advantages and disadvantages) to enable you to comment further.

• You are required to analyse how people practice supports organisational strategy specifically through vertical integration and how people practice supports wider people strategies specifically through horizontal integration
• Demonstrate knowledge and understanding around supporting wider people and organisational strategies with strong examples used to support. Ensure there are good links made between people practice connecting with these organisational strategies i.e. human resource, learning and development, Organisational development
• Think of the Services provided by an area of people practice and how they support the business – How people practice strategy is derived from and supports organisational/corporate strategy (Vertical and horizontal strategies). Services provided by different areas of people practice (for example, policy development, legislative compliance, recruitment, L&D, skills analysis, management development) and how these support the business and its employees.
• Provide strong examples and References which are applied well to underpin the narrative.

(AC 3.3) 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 fourday working week

Discuss: To talk or write about a subject, while providing your own ideas and opinions on the subject matter.

• Offer a confident discussion of processes for consulting and engaging with managers and employees to understand their needs.
• Confident examples, which must include stakeholder liaison and monitoring and evaluation.
• Consulting processes: how people practice liaises with and identifies internal customer needs; consultation and communication processes; stakeholder analysis; needs analysis activities. The importance of regular and effective ongoing liaison with stakeholders. Monitoring and evaluation activities.
• Clear and effective examples offered to support answer.
• References which are applied well to underpin the narrative.

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5CO01 Organisational Performance and Culture in Practice GUIDE

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