5CO01 Organisational performance and culture in practice

All requirements in the attachment

5CO01
Organisational performance and
culture in practice
Learner Assessment Brief V5
Assessment ID / CIPD_5CO01_24_01
Level 5 Associate Diploma in
People Management
• Organisational Learning and Development
•
June 2024
Level 5 Associate Diploma
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.
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.
June 2024
Level 5 Associate Diploma
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.
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Refer to the indicative content in the unit to guide and support your evidence.
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Pay attention to how your evidence is presented.
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Ensure that the evidence generated for this assessment remains your own work.
You will also benefit from:
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Completing and acting on Draft Assessment feedback from your assessor.
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Reflecting on your own experiences of learning opportunities and continuous professional
development.
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Reading the CIPD Insight, Fact Sheets, and related online material on these topics as well
as key research authors on the subject.
June 2024
Level 5 Associate Diploma
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)
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)
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)
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)
5. Explain Charles Handy’s model of organisational culture and explain David Rock’s SCARF
theory. (AC 2.1)
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)
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)
8. Using the Kubler-Ross change curve, discuss how change is experienced. (AC 2.4)
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)
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)
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)
June 2024
Level 5 Associate Diploma
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)
Your evidence must consist of:
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•
•
•
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Written answers to the 12 Questions.
Assessment Criteria numbers as headings for each answer.
Professionally presented answers, with in-text Harvard Referencing to support them.
End Reference List.
Approximately 4,550 words, refer to CIPD wordcount policy (+/-10%).
June 2024
Level 5 Associate Diploma
Assessment Criteria Evidence Checklist
You may find the following checklist helpful to make sure that you have included the required
evidence to meet the task. This is not a mandatory requirement as long as it is clear in your
submission where the assessment criteria have been met.
Assessment criteria
Evidenced
Y/N
1.1 Evaluate the advantages and disadvantages
of different types of organisation
structures, including the reasons
underpinning them.
1.2 Analyse connections between organisational
strategy, products, services, and customers.
1.3 Analyse external factors and trends
impacting organisations to identify current
organisational priorities.
1.4 Assess the scale of technology within
organisations and how it impacts work.
2.1 Explain theories and models which examine
organisational culture and human
behaviour.
2.2 Assess how people practices impact on
organisational culture and behaviour.
2.3 Explain different approaches to managing
change.
2.4 Discuss models to show how change is
experienced.
2.5 Assess the importance of wellbeing at work
and the different factors which impact
wellbeing.
3.1 Discuss the links between the employee
lifecycle and different people practice
roles.
3.2 Analyse how people practice connects with
other areas of an organisation and supports
wider people and organisational strategies.
3.3 Discuss processes for consulting and
engaging with internal customers to
understand their needs.
June 2024
Evidence reference
Level 5 Associate Diploma
5CO01
Organisational performance
and culture in practice
Assessment Criteria marking descriptors.
Assessors will mark in line with the following assessment criteria (AC) marking descriptors, and
will indicate where the learner sits within the marking band range for each AC.
Assessors must provide a mark from 1 to 4 for each assessment criteria within the unit. Assessors
should use the mark descriptor grid as guidance so they can provide comprehensive feedback that
is developmental for learners. Please be aware that not all the mark descriptors will be present in
every assessment criterion, so assessors must use their discretion in making grading decisions.
The grid below shows the range for each unit assessment result based on total number of marks
awarded across all assessment criteria.
To pass the unit assessment learners must achieve a 2 (Low Pass) or above for each of the
assessment criteria.
The overall result achieved will dictate the outcome the learner receives for the unit, provided
NONE of the assessment criteria have been failed or referred.
Please note that learners will receive a Pass or Fail result from the CIPD at unit level. Referral
grades can be used internally by the centre.
Overall mark
Unit result
0 to 23
Fail
24 to 30
Low Pass
31 to 39
Pass
40 to 48
High Pass
June 2024
Level 5 Associate Diploma
Marking Descriptors
Mark Range
Descriptor
1
Fail
The response DOES NOT demonstrate sufficient knowledge,
understanding or skill (as appropriate) to meet the AC.
Insufficient examples included, where required to support answer.
Insufficient or no evidence of the use of wider reading to help
inform answer.
Presentation or structure of response is not appropriate and does
not meet the requirement of the question/assessment brief.
2
Low Pass
The response demonstrates an acceptable level of knowledge,
understanding or skill (as appropriate) to meet the AC.
Sufficient acceptable examples included, where required to support
answer.
Sufficient evidence of appropriate wider reading to help inform
answer.
Satisfactory in-text referencing.
Answer is acceptable but could be clearer in responding to the
question/task and presented in a more coherent way.
Required format adopted but some improvement required to the
structure and presentation of the response.
3
Pass
The response demonstrates a good level of knowledge,
understanding or skill (as appropriate) to meet the AC.
Includes confident use of examples, where required to support the
answer.
Good evidence of appropriate wider reading to help inform answer.
A good standard of in-text referencing.
Answer responds clearly to the question/task and is well-expressed.
Presentation and structure of response is appropriate for the
question/task.
4
High Pass
The response demonstrates a wide and confident level of
knowledge, understanding or skill (as appropriate) to meet the AC.
Includes strong examples that illustrate the points being made and
support the answer.
Considerable evidence of appropriate wider reading to inform
answer.
An excellent standard of in-text referencing.
Answer responds clearly to the question/task and is particularly
well-expressed or argued.
Presentation and structure of response is clear, coherent, and
responds directly to the requirements of the question/task.
June 2024