5CO01 Organisational Performance and Culture in Practice Assignment Answers

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5CO01 Organisational Performance and Culture in Practice Assignment Answers

Structuring your CIPD Level 5 assignment answers can be challenging. However, sometimes, you only need a solid example that provides a proper guide illustrating how to phrase the answers to your Assignment Criteria (AC). This is the type of assignment help that our 5CO01 Organisational Performance and Culture in Practice assignment examples aim to provide. This 5CO01 Assignment example is an eye-opener for CIPD 5CO01 learners. The 5CO01 Assignment answers are laid out in proper and simple language, helping the learners grasp each concept and comprehend the Organisational Performance and Culture in Practice 5CO01 assignment layout. Thus, it gives learners an easy time to construct their answers, saving them a lot of time and resources.

 

5CO01 Task – Questions

 

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

 

(AC 1.1) Evaluate the advantages and disadvantages of the organisation structure in your organisation (or an organisation with which you are familiar) and evaluate the advantages and disadvantages of one other organisation structure. Within the evaluation, you should include the reasons underpinning the structure.

Flat Structure A flat organisational structure is one where there is less hierarchy and only one chain of command. Organisations operating on a flat organisational structure encourage employee input during the decision-making process (Taylor, 2019). The Structure is Ideal for  small to medium-sized organisations where decisions must be made swiftly.

 

Advantages

1. Employees are actively involved in decision-making, which creates an environment which promotes teamwork.
2. Employee engagement is high due to the flexibility to actively participate in decision making at work.

Disadvantages

1. The organization must regularly define who reports to whom, that results in confusion.
2. Decisions are likely to overlap since there are several decision-makers.
3. This organizational structure hinders long-term career advancement.

 

Reasons Underpinning Employees can improve their creativity and performance by actively participating in organisation decision-making processes. Their active participation reinforces the impact they have on the objectives, mission, and vision of the organisation. Increased involvement among employees may lead to increased job satisfaction and improved well-being at work. Netflix is an excellent illustration of a flat organizational structure. Netflix strives for timely and effective decision-making. Hernaus et al. (2020). As a result, empowering its employees to take the necessary steps to address evolving issues quickly and efficiently has substantially assisted innovation and the company’s long-term growth.

 

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Matrix Organisational Structure In matrix structures, two command chains are used for reporting. Employees in a matrix system should report to departmental and project managers (Pakarinen & Virtanen, 2016). Matrix architectures are suited for large organizations where product innovation and creativity are at the center of their operations.

 

Advantages

1. Effective resource management to facilitate the successful execution of projects.
2. Increased innovation and creativity within the company as a result of successfully completed projects.

Disadvantages

1. Power battles may arise when two project managers have differing views on how to run a specific project.
2. Disagreements between departmental and project managers may result in program stagnation or sloppiness.

 

Reasons Underpinning Matrix structures are excellent for product innovation and creativity as they allow for the execution of intentional projects that can bring about the essential change or innovation within the organisation. Effective resource realignment with critical projects helps the organization achieve its goals without having to incur extra cost each time a new project starts. According to Phillips, a Dutch healthcare technology business, the matrix structure is utilized in order to foster innovation within the organization. Creativity and innovation serve as the company’s guiding principles, with the notion that every innovation they develop will improve people’s lives.

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 (AC 1.2) Analyse connections between your organisation’s strategy (or an organisation with which you are familiar) and its products or services, and customers.

 

(AC 1.3) Analyse three external factors or trends currently impacting your organisation (or one with which you are familiar). The impact of these factors or trends could be positive, neutral or negative, some are short-lived whilst others are long-lasting. Identify organizational priorities arising from the factors or trends analysed.

 

(AC 1.4) When setting out its view on automation, AI and technology, the CIPD states, ‘Automation, artificial intelligence (AI) and other workplace technologies are bringing major changes to work and employment.’ Assess the scale of technology within organisations and how it impacts work.

 

 (AC 2.1) Explain Edgar Schein’s model of organisational culture and explain one theory or model which examines human behaviour.

 

(AC 2.2) Assess how people practices in your organisation (or one with which you are familiar) impact both on organisational culture and behaviour, drawing on examples to support your arguments.

 

(AC 2.3)  Peter Cheese, current CEO of CIPD asserts, ‘People professionals are a vital function in supporting businesses to adapt to rapidly changing circumstances’. Explain two different models or theories to managing change.

 

(AC 2.4) A variety of models have been developed to explain how change is experienced. Discuss one model that explains how change is experienced.

 

(AC 2.5) The CIPD’s Health and wellbeing at work survey 2022 found, ‘There is less management focus on health and wellbeing compared with the first year of the pandemic’, and goes on to remark that this is disappointing. Assess the importance of wellbeing at work and factors which impact wellbeing.

 

 (AC 3.1)The CIPD Profession Map states ‘People practices are the processes and approaches that we use across the employee lifecycle’. Discuss the links between the employee lifecycle and different people practice roles.

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

 

 (AC 3.3) Discuss processes you have, or could use, for consulting and engaging with internal customers of the people function in order to understand their needs.