Level 5 CIPD: 5CO01 Organisational Performance and Culture in Practice Assessment

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  • Number of Words: 4500
  • Reference Style: Harvard

5CO01 Organisational Performance and Culture in Practice

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.

CIPD’s Insight

Organisational climate and culture (October 2023)

Organisational culture is an important aspect of organisational life and a term that has become a mainstay among business leaders. The work of HR, L&D and OD influences and is influenced by organisational culture because every organisation is made up of human relationships and human interactions.

Despite its dominance, the language of culture is often unclear and difficult to define, meaning it is also hard to measure. Consequently, real culture change is near-impossible if we can’t actually pin down what we’re looking to change. Rather than culture, focusing on organisational climate – the meaning and behaviour attached to policies, practices, and procedures employees experience – is a much more specific, tangible way to positively influence the workplace.

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This factsheet explores why organisational culture is a popular but limited construct, and why shifting to organisational climate is much more effective for employers.

Explore our viewpoint on organisational culture in more detail, along with actions for government and recommendations for employers.

https://www.cipd.org/uk/knowledge/factsheets/organisation-culture-change-factsheet/

Organisation development (May 2023)

In an ever-evolving world of work, it’s important that organisations adapt to ensure businesses’ performance. This factsheet explains what organisation development (ODV) is, what areas of focus and expertise it involves, and explores what ODV looks like in practice.

There are many ways to describe organisation development (ODV), all of which share common features despite their varied meanings. In this factsheet we will use the abbreviation ODV rather than OD to distinguish organisation development from organisation design.

 https://www.cipd.org/uk/knowledge/factsheets/organisational-development-factsheet/

Please note that the purpose of this insight is to link you to CIPD’s research and evidence within the subject area, so that you can engage with the latest thinking. It is not provided to replace the study required as part of the learning or as formative assessment material.

Preparation for the Tasks:

  • At the start of your assessment, you are encouraged to plan your work and map out milestones to help you monitor your progress.
  • Refer to the indicative content in the unit to guide and support your evidence.
  • Pay attention to how your evidence is presented.
  • Ensure that the evidence generated for this assessment remains your own work.

You Will Also Benefit From:

  • Completing and acting on Draft Assessment feedback from your assessor.
  • Reflecting on your own experiences of learning opportunities and continuous professional development.
  • Reading the CIPD Insight, Fact Sheets, and related online material on these topics as well as key research authors on the subject.

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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. 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. 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. In February 2024, Peter Cheese, current CEO of CIPD stated, “AI is transforming jobs, careers, and 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. Explain Charles Handy’s model of organisational culture and explain David Rock’s SCARF theory. (AC 2.1)

 

  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)

 

  1. 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 Explain how Kotter’s approach to managing change could be used to successfully implement this change. (AC 2.3)

 

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

 

  1. 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)

 

  1. 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)

 

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

 

  1. 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 (AC 3.3)

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