5CO01: Examines the connections between organisational structure and the wider world of work in a business context: Organisational performance and culture in practice, Assignment, CIPD, UK

This unit assessment examines the connections between organisational structure and the wider world of work in a business context. It highlights the factors and trends, including the digital environment, that impact on business strategy and workforce planning, recognising the influence of culture, employee wellbeing and behaviour in delivering change and organisational performance.

Task – Questions

To complete the task, you should provide a written response to each of questions below, making appropriate use of academic theory and practical examples to expand your response and illustrate key points.

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. (AC 1.1)

1.1 Evaluate the advantages and disadvantages of different types of organisation structures, including the reasons underpinning them.

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. (AC 1.2)

1.2 Analyse connections between organisational strategy, products, services and customers.

3. 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)

1.3 Analyse external factors and trends impacting organisations to identify current organisational priorities

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. (AC 1.4)

1.4 Assess the scale of technology within organisations and how it impacts work.

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

2.1 Explain theories and models which examine organisational culture and human behaviour.

6. 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)

2.2 Assess how people practices impact on organisational culture and behaviour.

7. 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)

2.3 Explain different approaches to managing change.

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

2.4 Discuss models to show how change is experienced.

9. 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)

2.5 Assess the importance of wellbeing at work and the different factors which impact wellbeing.

10. 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)

3.1 Discuss the links between the employee lifecycle and different people practice roles.

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

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

12. 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)

3.3 Discuss processes for consulting and engaging with internal customers to understand their needs.

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