5CO01

Organisational performance and

culture in practice
Learner Assessment Brief
Assessment ID / CIPD_5CO01_23_01

Level 5 Associate Diploma in

 People Management
 Organisational Learning and Development

 Version 1 – Released June 2023

 Expires June 2024
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Learner surname: Malath
Learner other names: Alshammari
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provide your wordcount for each 3795
submission)

Unit code: 5CO01

Unit title: Organisational performance and culture in practice
Assessment ID: CIPD_5CO01_23_01
Assessment start date: 15/4/2024
Assessment submission date: 25/6/2024
First resubmission date for centre
marking – if applicable
Second resubmission date for centre
marking – if applicable

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 Level 5 Associate Diploma

5CO01
Organisational performance and
culture in practice
This unit assignment explores the connections between organisational structure and the wider world of
work in a commercial 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 2022)
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 changing organisational is much more effective for employers.
[Link]
factsheet

Organisation development (April 2022)

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.
[Link]

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.

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Preparation for the Tasks:

 At the start of your assignment, you are encouraged to plan your assessment work with your
Assessor and where appropriate agree milestones so that they can 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, remember you are working in the People Practice
Team.
 Ensure that the evidence generated for this assessment remains your own work.

You will also benefit from:

 Completing and acting on formative 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
Knowledge and understanding for this core unit will be assessed by written answers to the questions below.

 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. (AC 1.1)

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

 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 organisational priorities arising from the
factors or trends analysed. (AC 1.3)

 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
1.4)

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

 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 2.2)

 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 2.3)

 A variety of models have been developed to explain how change is experienced. Discuss one model
that explains how change is experienced. (AC 2.4)
 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 2.5)

 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 3.1)

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

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

Your evidence must consist of:

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 Written responses to each of the 12 instructions above.
 Approximately 4550 words in total, refer to CIPD word count policy.
 IMPORTANT NOTE: At Associate Level Referencing is mandatory – you must provide a
reference where you have drawn from a secondary source; Harvard referencing is preferable.
Please use the Reference box provided to record all your long references. Short references
should be included within the narrative. We advise you read the guidance on how to set out your
references on the Learner Hub.
 Upload the completed Learner Assessment brief, with both tasks completed, through the
Assignments option in the Oakwood Learner Hub.

Task - Questions
Evaluate the advantages and disadvantages of different types of organisation structures, including the

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reasons underpinning them. (AC 1.1) Short references should be added into your narrative below. Please
remember to only list your long references in the reference box provided at the end of this section. Word
count: Approximately 500 words

Evaluating Organizational Structures: Hierarchical and Flat

Fundamentally organizational structure defines an organization's culture and result in its output. This
essay addresses two models compared, hierarchical and flat structures, and it focus on their strength and
shortcomings with the underlying reasons behind (CIPD. n.d.).

Hierarchical Structure
Typically, this structure is well-defined, with the positions having clear levels of authority and a
hierarchical command. In many large organizations, this classical and widely established structure is the
most common. The collegial management structure possesses the following advantages: it directs power
and provides a structure that simplifies the decision-making process and thus, clarifies the roles and
obligations; which create an organization stability. This institutional concept contributes to the
development of very high level of order and discipline that could be used as an equipment for the
achievement of orderliness in large scale operations
(CIPD. n.d.).
Even though the benefits are significant ones, the shortcomings are considerable as well. Being clear with
command lines can be a bit slowly process cause of the necessity of hearing approvals from each level
above and below. Such a system can be a dragging force that keeps the company behind when it comes to
adopting innovations and adjusting to the changes within the marketplace (CIPD. n.d.).

Flat Structure
While the hierarchical (or vertical) organizational structure is composed of many or even no middle level
managers between the line staff and executives, the flat organization (or horizontal) does not separate the
workers by positions. This approach’s main advantage lies in the fact that it allows organizations to open
communication, as well as encourages the teamwork between its members. The process of the decision-
making is faster and thus, the organization’s ability to face and quickly adapt to changing situations are
enhanced (CIPD. n.d.).
On the other hand side, the establishment of authority can have an adverse effect reported in the form of
role confusion and difficulty in managing a broad-based role. The given sentence can be humanized by
replacing the provided term with an understandable synonym to convey the same idea. (CIPD. n.d.).

Underpinning Reasons
The pros and cons of these structures are directly associated with the fact that they, as structures, are
designed in that way. Hierarchical structures benefit as they promote organizational order, but may be
prone to stagnation unless there is flexibility of structure. The balance of the seemingly flat structures
where agility and innovation are the beneficiaries are countered with the risks of confusion and scalability.
In the last analyse, it is a team and collective structure or a centralized structure that the organization
would like to choose for their structure depends on the size, culture and industry dynamics of the
organization (CIPD. n.d.).
Resubmission
Evaluating Organizational Structures: Organizational, geometric
Regarding the organizational character, the structure of culture might be characterized as the fundamental
that defines the organization and its outcome. This question addresses and compares two models: Some
evidence from both structural forms suggestive of the effectiveness of the structural form for various
structural characteristics, their limitations and possible explanations for these characteristics based on the
input presented by CIPD,n. d. ).
[Link]
This structure may as well be strongly centralized and with well identifiable role and grades, which in one

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way or another provides some measure of authority as well as hierarchy system from top to bottom. This
is known as the classical and is the most common structure especially in large and larger organizations.
An example of organization that is associated with the hierarchical type of organizational structure is
General Electric also known as GE.

General Electric (GE):

Compared to the organic system, the structure of GE is closer to the classical, centralized structure with
multiple levels of management, and a clear organization hierarchy reflected in the company structure.
undefined

Clarity and Order: organizes an authority and disseminates an ordered charting that speeds the rate of an
organization’s decision-making and expresses distinct responsibilities and tasks for the sake of stability.
Discipline and Control: This structure thus givesrise to as high level of order and discipline which is
important given the need to encourage orderliness in large scale operations as noted by CIPD (n. d. ).

Slow Decision-Making: The need to get approval from all the levels may turn into a problem when it
comes to performing certain action because it takes a lot of time and can slow down the process of
applying improvement and innovations as well as difficulty in responding to the changes that occur in the
market place.
Potential for Stagnation: As much as the above mentioned benefits that the command lines may bring
about the rigid implemention of the command lines may lead to a system that is not responsive to the
market forces as they may be in the future (CIPD,n. d. ).
Flat Structure
On the other hand, the flat structural organization, also known as the horizontal structure of job design has
no hierarchal distinction of grouping employees by roles and duties and possesses little or none mid-level
management between those who directly report to the personnel and the managerial superiors. The benefit
of this are;

Enhanced Communication: It brings about complete openness and unboundedess in thinking and also
encourages the members of the protocol.
Faster Decision-Making: One of the advantages is that decision making becomes much faster, which also
means that the organisation can became more capable of responding to certain conditions (CIPD, n. d. ).
One organization operating under the flat form of working is the Valve Corporation.

Valve Corporation:
There are examples of open companies or what can be referred to as a flat management structure
companies such as Valve – a company that develops video games. Advantages are:

Enhanced Communication: Of all the existing organizational cultures common to organizations with an
open-ended hierarchy, one of them relates to the sharing of information and communication processes
among the workforce and across assignments.
Innovation and Agility: The management decisions at the company are fairly swift, thus, Valve is rather
capable to make timely shifts in business setting and design new products incessantly (CIPD, n. d. ).

Flat structures can face challenges such as:Flat structures can face challenges such as:
Role Confusion: The acquisition of power is also not very precise, so there is always likely to be a dispute
about who does what at a given time.
Management Difficulties: The main issue that can be encountered when managing a broad- ranging post is
that of likely facing challenges when trying to grow the organisation (CIPD, n. d. ).
Underpinning Reasons
The cardinal things to understand are that incorporating of these structures has strengths and weaknesses
that align with the design of the structures. Similarly with the above structure, structures that follow the

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hierarchy of the organization ensure discipline is upheld within the organization; however, they could be
very rigid provided that there are no breaches. Therefore, the advantages of the flat organisational
structure consist in flexibility and brainstorming, while the disadvantage of the examined type of structure
is associated with confusion and problems in building a large organisation. Relatively and respectively
with a reference to a team and collective or central type: Its size, organizational culture, the industry
environment at large of (CIPD, n. d. ).
Resubmission
The organization's nature and outcome depend on its culture. This section compares two models:
Hierarchical and flat management structures. Both structural forms can be used to assess their
effectiveness for distinct organizational characteristics, their limitations, and expert explanations.

Hierarchical Structure
This structure has strong centralized authority and clear status differentiation between ranks and jobs,
which gives a clear picture from the top to the bottom tiers. It is the classical and most preferred structure
all over the world, particularly in larger companies. An organization that has a hierarchical structure
includes General Electric (GE). GE has a more administrative and formal system and closely resembles
the classical model with many layers of management and a strict chain of command (Clegg, Pitsis, &
Kornberger, 2019).

Advantages of Hierarchical Structure

The hierarchy gives logical form and orientation on the basis of power and presents an orderly chart that
accelerates decisions and establishes clear responsibilities for maintaining stability. It promotes discipline
and order, which are very essential in managing large-scale operations (Robbins & Judge, 2019).

Disadvantages of Hierarchical Structure

However, the need for approval at multiple levels can severely hamper the process of implementing
changes and innovation (Luthans, Luthans, & Luthans, 2021) Furthermore, strict adherence to the
command lines could lead to an inflexible system that would not capture new opportunities, thereby
introducing stagnation.

Flat Structure
The flat structural organization, also referred to as the low-centralized structure, has hardly any extensive
managerial intervention, with employees being integrated based on roles and responsibilities. This
structure is effective because it creates openness and challenges members to think beyond their
limitations, thereby improving communication. This means that decisions are made promptly in response
to conditions that shape the operating environment of the organization (Clegg, Pitsis, & Kornberger,
2019). Valve Corporation is a company that deals in the development of video games, and they are being
managed under a flat management system.

Advantages of a Flat Structure

Its open-ended structure at the valve enhances the dissemination of information and communication
throughout the workforce (Robbins & Judge, 2019). Effective, authoritative decisions allow Valve to
make timely changes and create new products indefinitely.

Disadvantages of a Flat Structure

However, this limits the precise and clear division of power, whereby confusion may be created regarding
authority and responsibility. Also, it is sometimes difficult to manage a broadly defined post, particularly
when the aim is to expand the form.

Underpinning Reasons
Incorporating these structures entails design trade-offs. Hierarchical systems provide order but are top-
heavy and inflexible. Flat structures encourage creativity, but hierarchical structures confuse and make
managing vast organizations difficult. The size, business culture, and external circumstances determine the

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pros and cons of such systems. Thus, the flat structure's virtues are flexibility and brainstorming, while its
weaknesses are confusion and difficulty with building a large organization. Hierarchical structures inside
the organization are disciplined yet stiff and Un interactive. Understanding these dynamics helps establish
structural dynamics that support the organization's strategic goal and operational needs.

Analyse connections between organisational strategy, products, services and customers. (AC 1.2)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 400 words

Assessing the Interplay between an Organization’s Strategy and its Product or Service Offerings
An organizational strategy serves as the blueprint that directs the accomplishment of short-term targets
and the long-term vision of the company. The triple plan is just a guide on how the organization fights in
its market to achieve the structure that the organization wants. The present article essentially deals with a c
correlation among an organization’s strategy, planned products and services, and consumers in a bid to
bring out a relevance of connections among all three in the process of accomplishing strategic objectives
([Link], n.d.).

Connection with Products

Product-determined objectives of strategic nature can determine in what degree form and shape products
improve and develop. A strategy, for example, innovation requires the product lineup to be up to with the
technology trend or design. Such consistency makes it possible for products to become a mechanism for
executing the strategy, immediately affecting the organization's competitive positioning and market share.
On the other hand, tension between product offerings and strategic goals might flatten organizational
focus and damage competitive advantages.

Connection with Services

Essentially, services have to reflect the strategic direction of the institution. A strategy of customer
intimacy asks for the services that are very personalized and built around the customer’s needs. Apart
from this, the very existence of a direct link between services and customer expectations reinforces the
fundamental role of the organization as a customer-centric entity.
Connection with Customers
The final objective of such an alignment is to satisfy customers with the kind of the products and services
that your organization offers. The strategic goals related to market expansion, customer satisfaction, or
brand identification will determine the way an organization interacts with its consumers The coherence of
customer engagement strategies to the company's strategic direction is secured by this alignment.
Importance of These Connections
The connections between the organization's strategy, its product or service offerings, and its customers are
a key point for various reasons. Second, it promotes alignment in planning and resource allocation, thus
saving efforts on key objectives only. Secondly, it provides the organization with the expertise to respond
to changes in the market, thus the products and services continually evolve to the expectation of customers
and emerging trends. ([Link], n.d.). Finally, it also enhances the company's brand and
market positioning, thus creating an unattainable competitive advantage that is hard to imitate.
Application of Porter’s five forces
These applications of Porter’s Five Forces bring about detailed understanding of the competitive forces
and organization, strategies, products, services, as well as customers.

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Competitive Rivalry: Competitors compel the organisations to find a way of distinguishing their products
from the rest in an effort to beat competition (Harvard Business Review, 2014). For example, Tesla
continues to develop a better technology for electric vehicles at the same time seeking to expand on the
type of cars it produces to compete with other manufactures like Ford and GM in the automobiles
industry.

Threat of New Entrants: On the same note, the competition through the I/O matrix shows that the threat
from new entrants affects the strategies of trading organizations. In the technology-based industries, it is
shown that emergent firms have valuable competitors as Microsoft Corporation and in order to respond
them, cloud services and cyber security are implemented.

Bargaining Power of Suppliers: Thus, management of this particular aspect of supply entails a significant
role in defining costs of manufacturing and product quality. Apple achieves this through supply chain
integration and creating good rapport with their suppliers thereby having casi no issues with supply.

Bargaining Power of Customers: This means that buyers are placed in a formidable position to influence
businesses to ensure that better price offers are given and that quality products are produced. Amazon has
an individual service called Prime, providing not only cheap and fast delivery, and some other bonuses, to
enhance the customer loyalty susceptible to competition.

Threat of Substitutes: One might argue that existence of substitute products may lead to issues concerning
customer loyalty. In response to this threat, Netflix has paid much of its attention towards the new shows
and movies as well as to enhance its streaming services as compared to those of other competitors like
Disney +, HBO Max, and the others.

It is such forces that help the organisation understand its strategies, spur innovation, and when required
meet customer needs and demand in concordance with competitive [Link] reference
Harvard Business Review. (2014). The Explainer: Porter’s Five Forces [Video]. Harvard Business
Review. [Link]

Analyse (three) external factors and trends impacting organisations to identify current organisational
priorities. (AC 1.3)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 400 words

Navigating the External Environment: And Analysis and Organizational Priorities

Nowadays, the complex business environment is shaped by external forces and tendencies which in their
turn have direct impact on strategic and operational decisions of a company. Recognizing these factors is
vital in determining and then prioritizing corporate goals that match up with the external forces. This
paper analyzes the two most crucial external factors that determine the organization’s priorities, taking
into account the emergence of a trend (PricewaterhouseCoopers, 2016).

External Factor 1: Technological Developments

The rate of technological innovation being very fast is the key outside element affecting organizations.
Advances in digital technology, automation, and AI are setting new trends for successful business
operations, product development, and market competition. The benefit is the possible enhancement in the
level of productivity and innovation (CIPD, 2023).

External Factor 2: Global Economic Transformations

International business dynamics that cover volatility of currency exchange rates, trade policies, and market
access, provide a favourable as well as a disadvantageous environment. There are manifestations of this in

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entering new markets and developing alternative sources of income a (CIPD, 2023).

Trend: Sustainability and Social responsibility

Nowadays, one of the most significant influences on organizations is the shift towards sustainability and
corporate social responsibility (CSR). Consumers, investors and legislative bodies pay high attention to
the environmental and social governance (ESG) criteria. First, the beneficial factor is that impression and
competitive power can be enhanced. The task entails inventing an environmental business model that is
made up of inbuilt sustainable tactics (CIPD, 2023) . Organizations must need to alarm sustainability, they
must tend to implement eco-friendly technologies, ethical supply chains, and communicate with the
community as part of the effort to fulfil stakeholders' expectations and government demand

Identifying Organizational Priorities

Besides the mentioned factors there is a requirement for the organizations to review their strategies to
raise their long-term success likelihood. Priorities include:

Digital and Technological Integration: New technologies used for adaptation and development of
innovations to improve performance. Economic Resilience: Creating flexible business designs to meet the
challenges of an unstable economy.
Sustainability and Social Responsibility: Incorporate sustainable and ethical measures as part of the
corporate policy (CIPD, 2023).

Resubmission
Indeed, when it comes to understanding the overall picture on how the external environment outlines the
strategic direction of the organization, the PESTLE analysis model, suffice to say, is rather useful.
PESTLE strategy is a model that identifies Political, Economic, Social, Technology, Legal and the
environment factors that influence business organisations. three of them belongs to the external sector
while one of them is a trend which will be seen in the following analysis.

Political Factors: Brexit

They include for instance political policies within specific country, and the favorableness of poltical
system within the particular country. Covid-19 pandemic has impacted many businesses across the world
particularly those that were operating between the UK and EU because it altered trade laws, policies and
tariffs as well as the sequence of supply. Since Brexit, there are high levels of barriers and way too much
official procedural documentation for the flow of goods which includes imports and exports for UK
(Euronews, 2022).

Impact: For instance, it may encourage cost explosion and volatility of supply sources which the
organizations may be compelled to source locally or enlarge their local sphere markets.

Economic Factors: COVID-19 Pandemic

Key economic indicators as well as economic development, exchange rates, inflation and unemployment
rates are important in economic growth. The occurrence of covid-19 and its consequences for World
consumption: There were many shocks like the travel and tourism sector which Congress.

Impact: This is key to reversing the effects of an up and down economy and includes such measures as
tightening budgets and making deeper cuts in business costs, underlining digitalization, and focusing on
sustainability as a new business model.

Social Factors: Resource efficiency & responsible shopping

With regard to the social factors, these are demographic factors, culture changes as well as new trends in
the consumption patterns of customers. Another important aspect that holds the significant value of

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preference from the customers is sustainability, the correct or ethical approach to consumption. Presently,
consumers are more likely to purchase from organizations having clear and elaborate environment and
ethical policies (Kutaula et al. , 2024).

Impact: It represents consumers’ awareness of organisations’ environmental responsibility, branded

SCMP and Corporate Responsibility programmes as assets for customer loyalty.

Trend: Remote work

But I guess one of the main shifts, which can be observed concerning the pandemic, is the growth of the
home office among the employees. This alteration is transforming the work designs, employees’ demand,
and relations in work organizations. Flexibility and technology are elements of organizational
development that have been influenced by how remote work has become a critical approach to sustaining
business continuity and performance during crisis situations.

Impact: Some of them include; the fact that companies are likely to be establishing remote work policies
and other things that companies with workers who are almost always, working remotely, have to address,
buy probably procurement of digital collaboration tools and things of this nature.

Conclusion
With the use of PESTLE framework, an organization can assess these factors and trends thus leading to
the realization of this issue, which require emergency action to be taken. The political analysis of the
social environment, the economic environment, and the continuous use of technology and flexibility at
work require organizations to be efficient and prompt in their actions and strategic planning.

Resubmission
When assessing external influences and trends, employ models like PESTLE, which includes Political,
Economic, Social, Technological, Legal, and Environmental elements. It will demonstrate how these
elements affect an organization and its current demands.

Economic factors
Inflation, exchange rates, and economic development affect organizational goals. Companies lose money
when inflation rises because their operating costs grow. In tough economic times, General Motors had to
reinvent itself (Robbins & Judge, 2019). Monitoring these economic factors has advantages: Ability to
prepare for cost control and efficiency improvements that sustain organization profitability. However,
recession may limit consumer purchasing power, lowering sales income and causing layoffs and cost cuts
(Robbins & Judge, 2019).

Technological factors
Technology modifies and improves organizational goals, affecting organizational development. Software
solutions like artificial intelligence and automation can improve output, but workforce adoption can be
difficult. Amazon employs artificial intelligence to improve supply chain management and consumer
happiness, giving it an edge over competitors. Positive changes include increased productivity and faster
transformation. Technologies disturb workers, requiring enormous training and resulting in job losses
(Clegg, Pitsis, & Kornberger, 2019).
Sustainability trend in society
One that has grown in recent years is sustainability. This trend is rising due to consumer and governmental
pressure on firms to lessen their environmental effect. Tesla aims to reduce greenhouse gas emissions by
producing electric cars (Robbins & Judge, 2019). Energy efficiency and waste management can cut
production costs and boost the company's brand image over time. However, sustainable methods may
require a large initial investment and significant economic disruption (Robbins & Judge, 2019).

Organizational Priorities Impact

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Based on the analysis of these external factors and trends, the top three organizational priorities could be:

Adaptation to Regulatory Changes:

Compliance with current and emerging legal and regulatory requirements to regulate risks and improve
corporate image (Robbins & Judge, 2019).

Embracing Technological Advancements:

Implementing new technologies as a means of enhancing innovation, increasing capacity and sustaining
competitiveness (Clegg, Pitsis, & Kornberger, 2019).

Responding to Demographic and Social Trends:

The shift from traditional production and service delivery to customized solutions for diverse population
groups and preferences and improved sustainability (Robbins & Judge, 2019).

Awareness of these external factors and trends enables organizations to adapt its operations proactively
and effectively manage change in such interdependent environment.

Assess the scale of technology within organisations and how it impacts work. (AC 1.4)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 350 words

Determining the Effect of Technological Integration in Workplace

In the current era of business, technology has infiltrated everything including management and
workplace topics. Due to this, the technology has redefined what working, managing and
appraising are. This article discusses the dual-edged nature of technology which equally brings
success and failure to the efficiency of work . (CIPD, 2020)

Scale of Technology Integration

In realia, technology's incursion into the workplace is fundamental and comprehensive that
encompasses from basic digital tools of communication to complex AI and automation some
solutions. Virtualization introduces an element of work from a distance, collaboration tools in
forms or digital medium allow teamwork to be more productive and data analytics is providing a
platform to make a well off decision (CIPD, 2020). However, therefore, of the high development
of technologies innovation processes, not only efficiency of work systems may grow but also new
ways to develop innovations and gain competitive advantage appear

Positive Impacts

Enhanced Efficiency and Productivity: Automation of Poorly-Paid jobs Eliminates Redundancy

and is an opportunity to Put Workers in More Meaningful Assignments and hence Enhance
Output.

Improved Communication and Collaboration: Digital tools for instance communication, are
popular and thereby speedy when one is working as a virtual team or a global team at home.

Data-Driven Decision Making: Taking into account the capacity to track trends and (analyze)
existing data in real-time gives an opportunity to make good and timely decisions that update the
ability to respond to changes at the marketplace (CIPD, 2020).

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Negative Impacts

Workforce Displacement: The automation and AI introduction equals the risk of job
displacement, and it seems that this problem concerns those kind of the positions, where
everyday tasks replication is not required.
Security and Privacy Concerns: The increased use of digital technologies provides grounds for
the increased security breaches and privacy concerns. To address these problems, we must take
extensive cybersecurity measures.
Digital Divide: Technological advancements may be more inequality catalyst, as people or
companies not having access to technological tools or skills become disadvantaged(CIPD, 2020) .

Conclusion
Because of the level of technology within organizations today, it has never been so large as
before. However, it provides amazing opportunities in productivity, collaboration and strategy
planning. On one hand, digital transformation has various advantages, but on the other hand, it is
associated with certain challenges, such as displacing workforce, weak cybersecurity and the
possibility of a growing digital gap. This call for a balanced approach demands tech ethics
education, ongoing learning and internet accessibility.

Resubmission
Technology changes the ways through which modern companies operate. In the light of this
study, business technology with the appreciation of the benefits and drawbacks it entails is being
examined. It performs display and procedural assessment of professional technologies.

Increasing Tech Use

Corporations have embraced technology in the market to enhance productivity, quantity and
quality, and competitiveness. The following technologies are incorporated by organisations:
Artificial intelligence, machine learning, cloud technology, and data analytics (Deloitte, 2023,
WEF, 2022). It is also evident that communications advanced and enhanced the business
operation as well as new inventions.

Benefits: From this we see that automation and AI take over repetitious tasks allowing workers to
devote their energies to other useful functions (IBM, 2023). Digital collaboration should increase
remote team communication and collaboration in the post-pandemic era ( Harvard Business
Review, 2022 ). As at 2023, AWS avows that decision making based on analytical methods
enhances strategic operation through information details.

Technological dependence has drawbacks. The given context proves that increased reliance on
technology calls for safety concerns (Deloitte, 2023). Employment relations are uncomfortable
because workers may be ejected to find new jobs through automation especially in routine work
(World Economic 2022). We have found that there are some risks associated with reliance on
technology, and these are; System failure: This is due to the fact that reliance on technology may
cause operational and company continuity problems if the systems fail (IBM, 2023).

Professional Tech Examples

Example 1: Cloud computing
‘On-demand networking’ is available because cloud computing is scalable and adaptable; as a
result of online data storage and access (AWS, 2023). This technique provides affordability and

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improved ease in the management of IT infrastructures.

Work from home and data/apps can also help to have a good work-life balance supported by the
cloud computing idea. They argued that on the new technology adoption front, employees that
have limited skills in technology may find it very difficult to change and adapt to embrace new
tools and platforms (Harvard Business Review, 2022).

Two examples: They use the terms machine learning, ML and Artificial Intelligence, AI.
Chatbots and predictive analytics are temporary by nature and are fully automated by AI and
machine learning (IBM, 2023). All these technologies enhance marketing and operations both
efficiency and performance.

Impact on Workers: AI and Machine Learning Cases drive strategy and innovation. This is true
since the younger workers require different skills and there is a skills gap that the use of AI
would fill. By nature, to handle such systems, there is always the need for upskilling or reskilling
(World Economic Forum, 2022).

Evaluation of Effects that Technology has on Employees

Optimistic impressions are that technology can change work, workplaces, and people,
particularly, employees and their well-being. Many employees can use technology to achieve
flexible work arrangements that improves job satisfaction and decreases stress levels. Inability in
connectivity and technology toll may lead to stress and mental health challenges (Harvard
Business Review, 2022). Reason and modern technologies are brightly individualized by data.
IBM’s vision of 2023 has it that human creativity may be at risk since people are likely to rely
more on the items or plans developed by the robots. The technology employed by a corporation
such as Ford influences duties, roles, and productivity of workers and individuals in an
organization. Technology enhances business’s effectiveness and relation with the clients but
threatens the employment and safety. To put it simply, it indicates that there are a number of
positive and negative effects of implementing technology in the workplace; which are crucial to
understand and address.

Resubmission

Technology changes the ways through which modern companies operate. In light of this study,
business technology with the appreciation of the benefits and drawbacks it entails is being
examined. It performs a display and procedural assessment of professional technologies.

Increasing Tech Use

Corporations have embraced technology to enhance productivity, quantity and quality, and
competitiveness. Technologies such as artificial intelligence, machine learning, cloud technology,
and data analytics are increasingly incorporated by organizations (Deloitte, 2023; WEF, 2022). It
is evident that advancements in communications have enhanced business operations and led to
new inventions.

Benefits: Automation and AI take over repetitive tasks, allowing workers to focus on more
valuable functions (IBM, 2023). Digital collaboration tools have increased remote team
communication and collaboration in the post-pandemic era.

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Drawbacks: Increased reliance on technology raises safety concerns (Deloitte, 2023).

Automation may displace workers, particularly those in routine jobs (World Economic Forum,
2022). Additionally, system failures can pose significant risks to operational continuity and
company stability (IBM, 2023).

Professional Tech Examples

Example 1: Cloud Computing

Cloud computing offers scalable and adaptable on-demand networking, allowing for online data
storage and access (AWS, 2023). This technology provides affordability and ease in managing IT
infrastructures. It also supports remote work and helps maintain a good work-life balance.
However, employees with limited tech skills may struggle to adapt to new tools and platforms
(Harvard Business Review, 2022).

Example 2: AI and Machine Learning

Technologies such as chatbots and predictive analytics, powered by AI and machine learning,
automate marketing and operational tasks, enhancing efficiency and performance (IBM, 2023).
These technologies drive strategy and innovation, addressing skills gaps and necessitating
upskilling or reskilling of the workforce (World Economic Forum, 2022).

Impact on Workers

The optimistic view is that technology can transform work, workplaces, and employee well-
being. Flexible work arrangements enabled by technology improve job satisfaction and reduce
stress levels. However, connectivity issues and the toll of technology may lead to stress and
mental health challenges. While technology boosts business effectiveness and client relations, it
also threatens employment and safety. Human creativity may be at risk as people increasingly
rely on robot-developed items or plans (IBM, 2023).

Evaluation of Effects that Technology has on Employees

Technology can positively change work environments and enhance employee well-being by
providing flexibility and reducing stress. However, it can also lead to mental health issues and
dependency on automated solutions. Understanding these impacts is crucial for addressing the
challenges and maximizing the benefits of technology in the workplace.

Explain theories and models which examine organisational culture and human behaviour. (AC 2.1)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 400 words

Exploring Organizational Culture and Human Behavior: Theories and Models

Organizational culture and human behavior are inseparable elements that always put a great impact on
how well an organization performs and how well it adapts to changing environment. This paper examines
Edgar Schein's model of organizational culture.

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Edgar Schein's culture model of organization

Edgar Schein, a prominent figure in organizational psychology, proposed a model that delineates
organizational culture into three distinct levels: items, ideas, and basic underlying beliefs. Artifacts are
represent the seen components of an organization, for instance, the physical surroundings, communication,
and ceremonies. Though they are very visible, the real sense may not be easily known. Stated beliefs are
the implicit values, which outline how the employees are supposed to behave and how their decisions
should be made (CIPD, 2020). Fundamental underlying assumptions are the formal assumptions that are
not questioned and deeply exist in the organization's culture as common beliefs and values.

Abraham Maslow's Needs Hierarchy

Abraham Maslow’s hierarchical need theory is a motivational model that supposes that human behavior is
motivated by a sequence of needs beginning at the most basic physiological needs and concluding with
self-actualization. The hierarchy is expressed via a pyramid, in which the most primary needs are located
at the bottom. Having their basic needs like food, security, and social interactions met, humans begin to
look at higher-level needs, ultimately seeking self-actualization that emphasizes individuality of a person
and realization of his/her highest potential (CIPD, 2020).
In organizational settings, Maslow's theory emphasizes the necessity of meeting employees' multiple
needs in order to stimulate motivation, happiness and productivity.

Interconnection and Organizational Implications

While Schein's and Maslow's frameworks are complementary in that they offer valuable perspectives on
the fabric of organizational life, they also overlap to some extent. Schein's model offers a perspective
through which to view the numerous layers of an organizational culture, while Maslow's theory illustrates
the individual needs behind human behavior in the organization. Therefore, these models unequivocally
demonstrate the synergy between organizational culture, individual motivation and finally the positive
work environment which then leads to employee engagement and organizational success (CIPD, 2020).

Conclusion
Schein’s model and Maslow’s theory of human needs provide alluring lenses for leaders and HR
practitioners to view organizational culture and human behaviour critically. Through the deconstruction of
the cultural biases and responding to the changing needs of their employees, organizations will promote a
favorable and diverse environment that facilitates attainment of strategic initiatives and thus sustain
growth.

Edgar Schein's Model of Organizational Culture

Edgar Schein, a prominent figure in organizational psychology, proposed a model that delineates
organizational culture into three distinct levels: organizational practices, stated values, and postulates
underlying on organizational beliefs and perceptions. Visible means and tools are also known as artifacts
since they define the tangible context in which an organization exists, the ways it communicates and the
formal or official rituals it observes. It is apparent that their symbols are literally displayed in plain sight;
however, their meanings may not be interpreted. Official belief systems are the formal theories that
explain the expected conduct of organizational members and guidelines for decision-making (CIPD,
2020). Instrumental assumptions are the assumptions that are inherent and function as framework of
beliefs that are shared in organizations and are therefore not usually challenged.

Abraham Maslow's Needs Hierarchy

One of the needs-based models proposed by Abraham Maslow is a hierarchical need model that suggests

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that behaviour of individuals depends on the following needs hierarchy: the needs of existence. There is a
way in how it is presented, which is by having a step-like structure where basic needs are presented at the
foundation of the pyramid. It gets to a stage whereby after satisfying the basic needs like food, security
and social needs, they need to satisfy higher order needs, which in the end helps one to attain self-
actualization which is about the process of actualizing all the talents/gifts within an individual (CIPD,
2020). Applying Maslow’s theory in an organisation, one comes to realize that one must fulfill all the
hedonistic need of the personnel in order to motivate, make them happy and productive.

Interconnection and Organizational Implications

Despite the fact, both the frameworks, particularly through Schein’s socio-psychological model and
Maslow’s hierarchy of needs, present a set of valuable insights into the phenomenon of organisational life,
these theories are by no means unrelated. While the lens of Schein’s model helps to identity and describe
the complexities of organizational culture, the hierarchy of needs explained by Maslow offers an insight
into the motivations of a person within the organizational setting. Combined, such models capture the
interaction between the organizational culture and individual drive towards effective work output hence
resulting to a positive working environment, improved employee turnover and organizational
effectiveness as espoused by (CIPD, 2020).

Conclusion

According to the present study, both the Schein’s model and Maslow’s theory of human needs provide
important framework to capture organizational culture and human behaviour for the leaders and the HRM
practitioners. “If organisations can challenge prejudices of the culture and act to employees’ evolving
demands, the organisation will develop a positive cultural environment” thus enhancing its strategic
objectives and resulting in sustainable advancement.

Assess how people practices impact on organisational culture and behaviour. (AC 2.2)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 350 words

The impact of Human Resources practices on organizational culture and behavior

Organizational culture and behavior are very much affected by People practices that comprises human
resource management strategy and programs. This paper analyzes on how performance management
systems and diversity and inclusion are affected on organization’s culture and behavior.

Performance Management Systems

Performance evaluation systems are essential human affair practices that directly influence organizational
culture and workforce behavior. These systems, when designed and implemented carefully, can build-up-a
culture of high performance, continual improvement, and accountability. The beneficial aspects of this
system are the increased transparency regarding the job function and responsibilities, the increased
employee engagement through feedback and recognition, as well as the professional goal alignment. This
alignment ensures that employees are not only acquainted with what is expected of them but also
comprehend how their contributions match the higher purpose of the organization.
Nevertheless, inappropriate performance management can arise from poorly managed systems, offering a
competitiveness and punishment culture that may result in tension, reduced job satisfaction, disregard of
long-term objectives as well as innovation.

Diversity and Inclusion Initiatives

Diversity and inclusion programs aim to create an environment where everyone feels welcome, and the
organization wins by utilizing different perspectives. Positive aspects of these steps are that it helps create

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an inclusive and respectful work atmosphere which can enhance employee mood, cooperation and
creativity. A great variety of employees gives a bigger array of solutions to deal with challenges, thus
encouraging inventions and quality decision process.
On the other hand, the absence of meaningful diversity and inclusion policies can result in a monotonous
culture where creativity and innovation cannot thrive, and it may disengage segments of the staff which
might lead to employee retention issues and high rates of turnover.

Conclusion
Some of the key elements of people management including performance management systems and
diversity and inclusion initiatives are instrumental in crafting organisational culture and influencing
employee behaviour. When properly applied, these efforts can boost performance at the organizational
level, enhance employee involvement, and produce an atmosphere based on the principles of diversity.
Nevertheless, using advanced technology unwisely can have a negative impact making the role of
thoughtful and deliberately HR management crucial for creating the desired organizational culture.

The Impact of Human Resources Practices on Organizational Culture and Behavior

It will therefore be important to agree with the notion that people practices, which are a
combination of human resource management systems and processes, have a profound impact in
shaping organisational culture and behaviour. This paper centers more on how performance
management systems and decisions concerning diversity and inclusion impact organizational
culture and behavior.

Performance Management Systems

Performance evaluation systems are HR practices that have earned central importance as they
shape organizational culture and employees’ behavior. Such systems if implemented and
managed well have the potential of creating a high performance/continuous improvement culture
as well as increasing accountability. Some of the advantages of good performance management
systems are the following: clear definition of the duties and expectations as to job roles,
motivating employees through praise and appraisals and finalizing career and personal objectives
with the entity mission and goals. It also promotes consistency where subordinates know
expectations set for them and relates to the organizational’s existential core.

However, if PMS is not well conducted it creates a culture of competitiveness and punitive
measures which generates a hostile environment at the workplace, low morale, lack of appetite
for the future and innovation. For example, an organization adopting a remunerative approach
targeting employees accompanied by lack of constructive feedback and performance enhancing
policies will result in high stress rates and organizational instability.

Diversity and Inclusion Initiatives

People will need to understand there is a policy that accepts all individuals regardless of their
differences, and that the organization should acquire ideas from everyone. Thus, such measures
contribute towards building a harmonious and polite relationship with the employees, and in turn,
employees’ productivity, collaboration, and innovation. A diverse workforce brings many ideas
to the table due to the variety and differences that they possess and can come up with better
solutions in decision-making.

On the flip side, non-existent or half-baked diversity and inclusion efforts can create a stagnant
workforce environment that encourages groupthink. This might demoralise some of

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organisation’s staff which may result to increased turnover rates and low chances of attracting
qualified talent. For instance, an organization that lacks policies that support diversity in the
workplace will soon discover it is behind other companies that use diversity as key drivers for
unique ideas and solutions.

Conclusion

Human resource management tools, such as performance management tools and diversity and
equality policies, plays important roles in the organization, determining its culture and employee
conduct. If used appropriately, some of the principles might be beneficial for improving the
effectiveness of an organization, increasing engagement among employees, and fostering the
principle of workplace diversity and equality. However it optimsation of technology applied in
organizations and ineffective Human Resource management those practices or policies are
potentially rampnant of organizational culture and its thus a reminder that positive organizational
change is not inevitable if not for a proper Human Resource management practices.

Resubmission
The Impact of Human Resources Practices on Organizational Culture and Behaviour
It is important to agree with the notion that people practices, which are a combination of human resource
management systems and processes, have a profound impact in shaping organizational culture and
behaviour. This paper centers more on how performance management systems and decisions concerning
diversity and inclusion impact organizational culture and behavior.

Performance Management Systems

Performance evaluation systems are HR practices that have earned central importance as they shape
organizational culture and employees’ behavior. Such systems, if implemented and managed well, have
the potential of creating a high performance/continuous improvement culture as well as increasing
accountability. Some of the advantages of good performance management systems are the following: clear
definition of the duties and expectations as to job roles, motivating employees through praise and
appraisals, and finalizing career and personal objectives with the entity mission and goals (Armstrong &
Taylor, 2023). It also promotes consistency where subordinates know expectations set for them and relate
to the organization’s existential core.
However, if PMS is not well conducted, it creates a culture of competitiveness and punitive measures
which generates a hostile environment at the workplace, low morale, lack of appetite for the future, and
innovation (Anwar & Abdullah, 2021). For example, an organization adopting a remunerative approach
targeting employees accompanied by lack of constructive feedback and performance-enhancing policies
will result in high stress rates and organizational instability.

Diversity and Inclusion Initiatives

People need to understand there is a policy that accepts all individuals regardless of their differences, and
that the organization should acquire ideas from everyone. Thus, such measures contribute towards

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 Level 5 Associate Diploma
building a harmonious and polite relationship with the employees, and in turn, employees’ productivity,
collaboration, and innovation (Armstrong & Taylor, 2023). A diverse workforce brings many ideas to the
table due to the variety and differences that they possess and can come up with better solutions in
decision-making.
On the flip side, non-existent or half-baked diversity and inclusion efforts can create a stagnant workforce
environment that encourages groupthink. This might demoralize some of the organization’s staff, which
may result in increased turnover rates and low chances of attracting qualified talent (Anwar & Abdullah,
2021). For instance, an organization that lacks policies that support diversity in the workplace will soon
discover it is behind other companies that use diversity as key drivers for unique ideas and solutions.

Conclusion
Human resource management tools, such as performance management tools and diversity and equality
policies, play important roles in the organization, determining its culture and employee conduct. If used
appropriately, some of the principles might be beneficial for improving the effectiveness of an
organization, increasing engagement among employees, and fostering the principle of workplace diversity
and equality. However, the optimization of technology applied in organizations and ineffective Human
Resource management practices or policies can potentially harm organizational culture. This highlights
the importance of proper Human Resource management practices to ensure positive organizational change
(Armstrong & Taylor, 2023; Anwar & Abdullah, 2021).

Explain (two) different approaches to managing change. (AC 2.3)

Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 350 words

AC 2.3 Explain different approaches to managing change

Lewin’s 3-Step Model

Another change management model organisation can implement is the Lewin’s Change Management
Model, which is easy to understand yet functional. It involves three stages: Unfreezing, change, and
refreezing come next after the analysis stage in the implementation process.
- Unfreezing: This stage entails facilitating the organization to start perceiving change as necessary. It
means bringing a destruction to the current format of how things are done to first create a new format to
work under. Central to this is crafting a message that gets people’s attention and presents them with
sufficiently powerful evidence that things cannot continue as they are. This may be achieved through
evaluating current trends, competition or trends in the market or previously achieved performances.
- Changing: However, once an organisation is unfrozen, it can steadily progress towards a new level of
organisational culture. Here, the people involved in change actually start doing things differently from
how they used to do them. In this stage, employees start searching for the definitive answers to their
uncertainty and actively seek innovative approaches to carry out their tasks. It is very mandatory that,
communication and updates happen regularly, and support and education should be provided at each
stage.

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- Refreezing: The last phase is the reinforcement of the implemented change and solidifying this change
so as to make it permanent. It means that changes are adopted and get installed as new practices in the
organization. Workers arrive work construct new friendships and are at ease within their working environ-
ments. This is by providing reinforcement and checking on the implementation of the change so that it is
sustained.
Lewin’s change model is highly effective not only in explaining the various stages of change but also in
determining the different processes required to enhance change within the organisation.
Kotter’s 8-Step Change Model
Kotter’s eight-step model of change management is another highly effective change management
methodology that offers a more detailed and comprehensive plan.
1. Create a Sense of Urgency: Make people understand why change is necessary, as well as why they
should start solving a problem now.
2. Build a Guiding Coalition: Make sure that the strength of the group that is leading the change initiative
is enough to warrant the change when assembling the group of change, motivate the group to work in a
team.
3. Form a Strategic Vision and Initiatives: Having sketched the problem, it becomes pertinent to describe a
vision as a guide for the change attempt as well as to identify methods of attaining that vision.
4. Enlist a Volunteer Army: In this case, it involves creating the buy-in, or customer support for the
change and recruiting as many people as possible who will assist in the process.
5. Enable Action by Removing Barriers: addressing the resistance to change by getting rid of any barriers
to change, altering the systems or structures that are detrimental to the achievement of the vision.
6. Generate Short-Term Wins: Concentrate on goals that are practical and can be clearly communicated,
ensure implementation of goals and achievements and acknowledge all employees who had a hand in it.
7. Sustain Acceleration: Le dive: Increased credibility can be used to alter infrastructures, processes, and
practices that do not align with vision. Engage, select, and train people who can support and forge the
vision. Revitalize it with new topics, projects, or champions of change.
8. Institute Change: Offer ways of explaining why new behaviours are linked to organisational success,
and come with ways of how to produce leadership growth and succession.
According to Kotter, the first and second steps in the process of change involves creating a sense of
urgency and incorporating employees in the process of change. The impact of this approach is that it
offers a detailed and systematic plan that ensures change is deeply rooted within an organization.
Resubmission

Lewin’s 3-Step Model

Another change management model an organization can implement is Lewin’s Change Management
Model, which is easy to understand yet functional. It involves three stages: Unfreezing, Changing, and
Refreezing.

 Unfreezing: This stage entails facilitating the organization to start perceiving change as
necessary. It means disrupting the current format of how things are done to create a new
format. Central to this is crafting a message that gets people’s attention and presents
them with sufficiently powerful evidence that things cannot continue as they are. This
may be achieved through evaluating current trends, competition, or market trends, or
previously achieved performances (Armstrong & Taylor, 2023).
 Changing: Once an organization is unfrozen, it can steadily progress towards a new
level of organizational culture. Here, the people involved in change actually start doing
things differently from how they used to do them. Employees start searching for definitive

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 Level 5 Associate Diploma
answers to their uncertainty and actively seek innovative approaches to carry out their
tasks. It is mandatory that communication and updates happen regularly, and support
and education should be provided at each stage (Anwar & Abdullah, 2021).
 Refreezing: The last phase is the reinforcement of the implemented change and
solidifying this change to make it permanent. It means that changes are adopted and get
installed as new practices in the organization. Workers construct new friendships and are
at ease within their working environments. This is done by providing reinforcement and
checking on the implementation of the change to ensure it is sustained (Armstrong &
Taylor, 2023).

Lewin’s change model is highly effective not only in explaining the various stages of change but
also in determining the different processes required to enhance change within the organization.

Kotter’s 8-Step Change Model

Kotter’s eight-step model of change management is another highly effective change

management methodology that offers a more detailed and comprehensive plan.

1. Create a Sense of Urgency: Make people understand why change is necessary, as well
as why they should start solving a problem now (Armstrong & Taylor, 2023).
2. Build a Guiding Coalition: Ensure that the strength of the group leading the change
initiative is enough to warrant the change. When assembling the group, motivate the
team to work together (Anwar & Abdullah, 2021).
3. Form a Strategic Vision and Initiatives: Having sketched the problem, it becomes
pertinent to describe a vision as a guide for the change attempt and to identify methods
of attaining that vision (Armstrong & Taylor, 2023).
4. Enlist a Volunteer Army: Create buy-in or customer support for the change and recruit
as many people as possible who will assist in the process (Anwar & Abdullah, 2021).
5. Enable Action by Removing Barriers: Address resistance to change by removing any
barriers, and altering systems or structures that are detrimental to the achievement of the
vision (Armstrong & Taylor, 2023).
6. Generate Short-Term Wins: Concentrate on goals that are practical and can be clearly
communicated. Ensure implementation of goals and achievements, and acknowledge all
employees who contributed (Anwar & Abdullah, 2021).
7. Sustain Acceleration: Increased credibility can be used to alter infrastructures,
processes, and practices that do not align with the vision. Engage, select, and train
people who can support and forge the vision. Revitalize it with new topics, projects, or
champions of change (Armstrong & Taylor, 2023).
8. Institute Change: Offer ways of explaining why new behaviors are linked to
organizational success and come up with methods to ensure leadership growth and
succession (Anwar & Abdullah, 2021).

According to Kotter, the first and second steps in the process of change involve creating a sense
of urgency and incorporating employees in the process of change. The impact of this approach
is that it offers a detailed and systematic plan that ensures change is deeply rooted within an
organization.

Discuss models to show how change is experienced. (AC 2.4)

Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 350 words

Understanding Employee Reactions to Change: The Kubler-Ross Change Curve was first developed
in the 1960s by Dr. Elizabeth Kubler-Ross.

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In any organization change has different emotional outcomes and individuals who feel differently about
the change impact their behaviour and involvement. Drawing from Kübler-Ross Change Curve inspired
from the grief process, employees' responses to organizational changes can definitely be studied and
understood using such a model. In this paper, the model of the Kubler-Ross Change Curve and its
relevance for organizational change management (Connelly, 2020) will be examined.

The Kubler-Ross Course Passing Stages

The Kubler-Ross Change Curve outlines five principal stages through which individuals typically progress
in response to change: First, they are usually in denial. Next, there is anger. Then comes bargaining. After
that, the depression follows, and eventually they reach acceptance. Initially, people may deny it, they can't
accept the change that has just happened because of a fright or being frighten. Things then begin with
depression, denial and shock. After a couple of weeks, things flow back and Anger often comes, which
means the presence of anger, frustration, and irritation because of disorder of schedule or a feeling of loss.

Much of the time, there may be a good bargain to compensate as struggling of employees emerge while
they are trying to get around the change in question, through this engagement, they show compromises
and agreements. This arena resembles just something senseless or not balanced in one's life. This
alteration may precipitate depression from which one realizes that the change is the actual reason for
depression and consequently, the depressive symptoms hit them resulting in a realization that they are
disconnected from the society.

Implications for Management

Besides the task side of change leadership, the emotional impact of change on leaders is therefore an
effective tool when managing organizational adjustments. Knowing that these reactions are normal can
contribute toward the preparation of strategies that are designed to support the transition and make it
easier for the individuals concerned. Communication is an important element of grief process being a tool
that gives answers to apprehensions and concerns to allow a person to resolve them (Connelly, 2020).
Developing the support system like counseling or training is meant to help the employees on the road from
a down-to-earth state of denial to the one of acceptance much easier

Conclusion
Kubler-Ross Model of Change as well portrays the emotional sides of organizational change, exposing the
necessity for empathic and thoroughly planned change management. The identification and management
of the kinds of emotions that employees’ face during such instances can help in the creation of resilient
employees, adaptive organizations, and a high success rate of their change initiatives.

AC 2.4 Discuss models to show how change is experienced.

Kubler-Ross Change Curve

One model that helps to explain how individuals treat organizational change is the Kubler-Ross Change
Curve which has been conceived by Dr. Elizabeth Kubler Ross in the 1960-s. Originally inspired by the
stages of grief, the model outlines five principal stages through which individuals progress in response to
change: Those common stages are denial, anger, bargaining, depression, and acceptance.

The Kubler-Ross Stages

Denial is the first stage in the process, where people struggle to accept the reality of the situation and the
changes occurring. This stage involves individuals coping with the reality of the situation, often finding it
extremely difficult to accept. Following denial is anger, where the process of change becomes hard to

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endure. During the implementation of the change, people may become frustrated and angry due to
concerns about losing autonomy and the occurrence of unexpected and unpredictable events. In the
bargaining stage, people try to argue or reason against the change, seeking ways to avoid it at all costs.
This could involve making arrangements or pledges to recoup their former status, making deals or
promises with the intention of regaining what was lost. Depression follows when people recognize that
bargaining will not restore the previous state. During this stage, individuals might experience a period of
depression and low activity, losing hope and feeling that there is no way to overcome their situation.
Finally, acceptance occurs when the change becomes real to people, and they begin to adapt to it. They
might not always be fully convinced of the change, but they at least accept it and start to move forward

Implications for Management

Understanding these stages is crucial for effective change management. Managers can support
employees through several key strategies. First, communicating effectively is essential. Key ideas
and principles must be presented clearly and unambiguously to minimize doubt. This can be
achieved through constant updates and open sessions for queries, which help ease the transition.
Second, providing support is vital. Offering social support from counselors or coworkers, along
with encouragement and training programs, plays a crucial role in helping employees cope with
change. Third, recognizing and addressing resistance is important. Resistance is a natural
response, and a deep understanding of it, combined with responding to concerns in a sensitive
manner, can diminish negative consequences, such as creating a negative perception of the
process. By employing these strategies, managers can facilitate smoother transitions and better
support their employees through changes.

Conclusion

The Kubler-ross change curve stresses that change process in an organizational setting has emotions that
should be appreciated and that change processes should thus be well coordinated. Thus, it is possible to
state that by working on the identified emotional responses in the given context, organizations can develop
more effective and adequate teams and, therefore, increase the chances of success in the implementation
of change initiatives.

Assess the importance of wellbeing at work and the different factors which impact wellbeing. (AC 2.5)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 350 words

The Indispensable Significance of Wellbeing in a Work Environment

The wellbeing of employees is a multidimensional concept that relates to physical, mental and emotional
health. Its importance is huge indeed, as it has a direct impact on productivity, involvement, and overall
organizational success. This article considers the importance of a good work life balance and identifies the
main factors that affect it.

Importance of Health at Work

The essence of attaining happiness and equilibrium is the core of creating a good working environment.
The companies that attach importance to the employees have adequate employee satisfaction, low
absenteeism rate, and low rate of turnover. In addition to promoting a culture of care, wellbeing programs
signal to the employees that their health and feelings are taken seriously. This encourages camaraderie
which in turn creates loyalty, thus accelerating the organisation's performance.
In other words, wellbeing and engaged workforce go hand in hand (Connelly, 2020).

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Factors Impacting Wellbeing
Among others, workplace wellbeing is dependent on work-life balance, workplace culture, and leadership
and supervision. However, work-life harmony is key; the long working hours as well as excessive
demands and expectations can cause employee burnout leading to less satisfaction and productivity.
Another big factor is the organizational culture. A culture, which emphasizes transparency, diversity, and
assistance, is a robust one that can greatly improve happiness. On the other hand, a culture that favours
discrimination, harassment or a very high competition rate can be detrimental to the emotional and mental
health of the employees.
Though management practices are also very important. Supportive leadership that provides recognition
and feedback is a key factor in fostering morale and mental health (Connelly, 2020).

Conclusion
Good mood in the workplace cannot be undervalued. It is a key factor that determines the level of
satisfaction, engagement, and overall organization success. Through ensuring things like a work-life
balance, workplace culture and management behaviours, organizations can build an environment where
employees are valued and supported. This, on the other hand, does not only develop the personal welfare
but also strengthen the basis for sustainable development and competitiveness in the long run.

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

The Role of Wellbeing as Absolutely Essential in Workplace

The health of the subjects under consideration is a complex notion that covers both the physical and the
psychological states of employees. It has a considerable significance since it involves performance,
interest, and organizational effectiveness. This section focuses on work-life balance and discovers the
main precursors to it.

Prominence Of Health At Work

To achieve happiness and balance, it helps to make workspaces positive. In organizations that consider the
welfare of employees, high levels of productivity, job satisfaction, and low rates of absenteeism are
realized and there is also low turnover in companies. Wellbeing programs show workers that their lives
and emotions are appreciated, creating a culture of respect. On the same note, this fosters unity, employee
commitment and hence, improved organizational productivity. In other words, wellbeing equates to, and
correlates with engagement at the workplace (Connelly, 2020).

Factors Impacting Wellbeing

Work-life balance is crucial for maintaining employee morale and productivity. Working long
hours or being pushed too hard can damage workers' morale and reduce their productivity.
Employers should offer flexible working patterns and provide assistance to employees on how to
efficiently plan their time. In addition, workplace culture plays a significant role in employee
satisfaction. A culture that emphasizes professionalism, diversity, and support can greatly
improve employees' overall well-being. Conversely, a culture that permits discrimination,
harassment, or cutthroat competition is detrimental to employees' mental health. Therefore,
creating a supportive culture should be reinforced by affirmative changes in policy and practice.
Furthermore, leadership and supervision are vital for organizational health (Connelly, 2020)..
Management actions that foster a positive climate, such as providing recognition, encouraging
words, and necessary corrections aimed at improving mental health, can boost employee morale.
Managers should be trained to detect signs of poor employee well-being and take steps to prevent
it.

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Conclusion

Wellbeing of employees is one of the most crucial determinants of satisfaction, engagement, and
organizational performance. Taking care of employees’ work-family conflict, fostering organizational
commitment, and applying worthy management strategies are essential when it comes to reducing job
turnover and increasing employees’ satisfaction. These efforts are invested not only in improving the
quality of life of citizens but also in creating the prospects for sustainable development and long-term
competitiveness.

Discuss the links between the employee lifecycle and different people practice roles. (AC 3.1)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 400 words

Integrating People Practices to Support the Employee Life Cycle

Employee lifecycle involves various stages of an employee's career in an organization that may become
successful through the application of specific People practices consisting of the optimality of outcomes
both for the individual and for the organization. This paper talks about how People Practices are put into
action at the different stages of the employee lifecycle, as HR is central to the creation of a productive and
fulfilling workplace (CRC, n.d.)

Attraction and Recruitment

Attraction and recruitment is the initial step, in which the organization’s prestige as an employer and the
adequacy of the recruitment strategies are the main determining factors. Effective human resource
practices on this level would involve employer branding initiatives and inclusion in job advertisements
aimed to attract a diverse group of the candidates (CRC, n.d.)
Induction and Onboarding
Selection of candidates then implies the induction and onboarding stage, which plays an important role in
their assimilation into the organization. The training here focuses on things like orientation session,
mentorship programs, and main session that is designed to help new hires understand their role,
responsibilities, and work culture (CRC, n.d.)

Development, Retention, and Engagement

Development, retention, and engagement are interrelated goals that are designed to develop employees'
skills and capability as well as their commitment to the organization. People also practice this process
involving continuing education, career development programs and performance assessment tools.
Rewarding achievements, creating a friendly workplace, and maintaining open communication are also
the factors which play a major role in retaining productive and motivated employees (CRC, n.d.)

Exit and Separation

The last stage, manifesting and separating, is achieved with techniques designed to make transitions for an
employee and an organization as smooth as possible. Exit interviews are an effective way of obtaining
information about strengths and weaknesses of the company, whereas alumni networks cannot only assist
in preserving positive relationships with the former employees but also gain them as unofficial brand
ambassadors (CRC, n.d.)

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

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Integrating People Practices to Support the Employee Lifecycle

The stages of the employee cycle are: The key principle which underlies all the stages of the
employee cycle is that there are several efficient people practices that can be applied to each
stage of an employee’s career in an organization. Both the practices work out in optimum ways
concerning the person and concerning the organisation. The following section outlines best
people practices in various stages of the employee life cycle also known as sustainable
employment, in which HR is central towards creating a productive and fulfilling work
environment (CRC, n. d. ).

Attraction and Recruitment

The first phase of the employee model includes attraction and recruitment phases whereby
reputation of the organization, and efficiency of the strategies used in the recruitment process
play important role. Further, at this stage, appropriate employer branding strategies and mindset,
inclusive job offers, and announcements help in reaching out to a diverse populace (CRC, n. d. ).

Induction and Onboarding

After candidates are hired and recruited, the induction and onboarding phase assist them in
assimilating into the company. Promising action at this stage includes organization
training/orientation, a structured-mentoring program, and position training/orientation aimed at
ensuring that new employees understand the expectations and values of the organization (CRC, n.
d. ).

Development, Retention, and Engagement

Sustaining, attracting, and utilizing are the three fundamental objectives of managing human
capital since they are closely linked to the objectives of improving and empowering the
employee’s competencies, aptitudes and loyalty to the firm. This stage entails education, training,
career development, and performance measurement in terms of standard and evaluation.
Encouraging employees’ accomplishment, creating a pleasant workplace, and ensuring that the
employees can easily speak to the management are some major facets that contribute in ensuring
that the workers are motivated and remain productive in their workplace (CRC, n. d. ).

Exit and Separation

The last process is the exit and separation process, which is the last step aimed at developing
practices that will ease the transition for the employee and the organization as well. From the exit
interviews, the company can gather useful information about its strengths and limitations, and
from former employees, good impressions must be created, so alumni networks turn into
unofficial promoters of the specific company (CRC, n. d. ).

Conclusion

This digital document focuses on the structuring of several, important key activities of human
resource management including the application and hiring processes, employee feedback, and
training and development options in order to undergird the effective development of spirited
personnel. Not only is the fulfilment of individual personal and professional growth realized but
organisational performance and competitiveness improved as well.

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Analyse how people practice connects with other areas of an organisation and supports wider people and
organisational strategies. (AC 3.2)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 350 words

Combining People Policies with Organizational Strategies

In the modern business environment, it is extremely important to put people practices into the broader
company strategy. This article focuses on the HR techniques which help in achieving the organizational
objectives through talent management in line with business goals.

Human Capital Management as a Strategic Partnership

Talent management, a key people function, is the interaction with organizational strategy. Such a system,
attracting, developing, retaining and deploying key personnel is crucial to the organisation. Strategic talent
management aligns the needs of an organization with its long-term goals while providing the best people
with the necessary skills to contribute to its success (CRC, n.d.)

Alignment with Business Objectives

Developing and managing human capital serves to align the current state of the organization’s capacities
with its changing business imperatives. To illustrate, an organization to enter new markets will likely
employ talent management strategies by recruiting people with certain market knowledge or language
skills, and upskilling current employees to face international positions.
Besides, talent management practices such as succession planning, help to maintain management
continuity, a value necessary for long-term strategic success. By ensuring that the talent pipeline in line
with its future leadership needs, organizations can secure their strategic direction against unexpected
challenges (CRC, n.d.)

Supporting Organizational Change

People involvement is one of the most effective steps in enabling organizational change, which is the basic
concept of corporate strategies. HR provides the necessary support for change management processes
through communication plans, training programs, and support systems that enable employees to cope with
transition positively and eventually allow the suggested changes to be successfully implemented.

AC 3.2 Analyse how people practice connects with other areas of an organization and supports
wider organizational strategies.

Combining People Policies with Organizational Strategies

As the business world assumes more complex forms, people management practices should also
be aligned at the organizational level. This section is basically about HR practices facilitating
endeavouring of HRM objectives in light of organisational goals and objectives.

Secrets to Success of the Human Capital Management as a Strategic Partnership

First of all, it is worthwhile to notice that talent management is among the most important people
functions that works inextricably with organizational strategy. It entail identification of the right
people, nurturing, maintaining, and utilizing the human resources crucial for the business.
Strategic talent management involves identifying an individual and his/her talents to meet the
needs of the organisation as it seeks to achieve long term objectives; thus, it involves a proper
matching of people with skills that can enable the organisation to grow (CRC, n. d. ).

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Alignment with Business Objectives

Although the idea of human resources development and management is somewhat similar to a
restructuring process, it is a way to match the existing state of the organization’s competencies
with new business needs. For instance, an organization planning on expansion into new markets
may need to adopt talent management by hiring candidates who are well conversant with new
markets or provide expansion training to current employees.

Further, talent management practice like succession planning assists in maintaining the
management institutional set up Which is significant for the sustainable strategic success.
Holding talent pipeline accountable is crucial in ensuring that organizations hold the right talent
for the future leadership so that they can protect the strategic direction in the case of adversity
(CRC, n. d. ).

Supporting Organizational Change

There is no doubt that proper people involvement can be viewed as one of the most helpful
measures to facilitate the process of organizational change, which is one of the critical aspects of
most companies’ strategic management. This can involve the dissemination of communication
plans for change, training initiatives and other measures that enable HR management to ensure
that employees affected by change are able to manage the change in a positive manner. This
support is crucial for practical put into practice of new changes that may have been proposed and
achievement of strategic objectives.

Conclusion

Flying the people practices with the organisational strategies plays the significant role for
meeting the business objectives and sustainable business plans. Thus, managing talent in a way
that is aligned to strategic organisational goals, providing organisational support for change, and
targeting employee satisfaction can help to develop effective people management processes and
an organisational culture that is able to accommodate and thrive amid change. It raises personal
and organisational outcome, in addition to strengthening the competitive position for the firm in
the market.

Discuss processes for consulting and engaging with internal customers to understand their needs. (AC 3.3)
Short references should be added into your narrative below. Please remember to only list your long references
in the reference box provided at the end of this section. Word count: Approximately 350 words

Optimizing Internal Customer Engagement: Strategic HR Approach

Identifying and meeting the needs of internal customers is the crux of a human resource division that looks
forward to building a sustainable and supportive work environment. This essay explores three key
processes for consulting and engaging with internal stakeholders: the consultation and communication
processes, the stakeholder analysis and the needs analysis.

Consultation and Communication Processes

Consultation and communication are the main foundations of HR department's interaction with the
internal customers. It is a constant engagement through town hall meetings, feedback surveys and one to
one interaction that allows staff members to express themselves and be recognized. These platforms
provide HR with the capability of getting first-hand information from employees, assessing the
satisfaction levels of employees and resolving workers’ problems in a timely manner. With clear

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communications, the HR can match the employee expectations, improve their satisfaction at work and
commitment to the organization (CRC, n.d.)

Stakeholder Analysis
Stakeholder analysis is a tool that was developed by HR to help identify and prioritize the needs of
different groups within the organization. By having the feeling of the influencing factors defining the
behaviour of the different stakeholders, HR could design the strategies in the way to meet different needs.
The process is concerned with identifying the stakeholders using their power, urgency and legitimacy,
focusing on the directions where successful employee wellbeing and organizational success are achieved.

Needs Analysis Activities

Carrying out comprehensive needs analysis is applicable for HR to spot the exact expectations of the
internal customers. This may include analyses of skills gap, employee satisfaction surveys, analysis of
performance data and so on, to identify improvement opportunities. Needs analysis will guide HR in
implementing targeted training approaches, career development plans, and well-being programs that
would directly address the needs identified thus producing a more competent and engaged workforce
(CRC, n.d.)

AC 3.3 Discuss processes for consulting and engaging with internal

customers to understand their needs.

Optimizing Internal Customer Engagement: Strategic HR Approach

Identifying and meeting the needs of internal customers is crucial for an HR division aiming to build a
sustainable and supportive work environment. This section explores three key processes for consulting
and engaging with internal stakeholders: consultation and communication processes, stakeholder analysis,
and needs analysis.

Consultation and Communication Processes

Consultation and communication form the foundation of the HR department's interaction with internal
customers. Continuous engagement through town hall meetings, feedback surveys, and one-on-one
interactions allows staff members to express themselves and be recognized. These platforms provide HR
with the capability to gather first-hand information from employees, assess their satisfaction levels, and
resolve issues promptly. Clear communication enables HR to align employee expectations with
organizational goals, enhancing job satisfaction and commitment to the organization (CRC, n.d.).

Stakeholder Analysis

Stakeholder analysis is a strategic tool used by HR to identify and prioritize the needs of different groups
within the organization. By understanding the influencing factors that define stakeholder behavior, HR can
design strategies that address various needs effectively. This process involves identifying stakeholders
based on their power, urgency, and legitimacy, and focusing on areas where employee wellbeing and
organizational success can be optimized. Effective stakeholder analysis ensures that HR initiatives are
aligned with the most critical needs of the workforce (CRC, n.d.).

Needs Analysis Activities

Conducting comprehensive needs analysis is essential for HR to pinpoint the specific expectations of
internal customers. This may include skills gap analyses, employee satisfaction surveys, and performance
data reviews to identify improvement opportunities. Needs analysis guides HR in implementing targeted

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training programs, career development plans, and wellbeing initiatives that directly address identified
needs, resulting in a more competent and engaged workforce (CRC, n.d.).

Conclusion

Effective consultation and engagement processes are vital for understanding and meeting the needs of
internal customers. By leveraging consultation and communication, stakeholder analysis, and needs
analysis, HR can create a responsive and supportive work environment. These processes not only enhance
employee satisfaction and performance but also contribute to the overall success and sustainability of the
organization.

References

Please provide your full long reference list here. The Harvard method is preferable. Please refer to the
guidance on the Learner HUB.

CIPD. (n.d.). CIPD | The Profession Map / Specialist knowledge / Organisational

development and design. CIPD.
[Link]
profession-map/specialist-knowledge/organisational-development-design/
‌[Link]. (n.d.). Changing Consumer Expectations & Behavior | Accenture.
[online] Available at: [Link]
consumer-expectations.

‌ ricewaterhouseCoopers. (2016). Your company’s customer strategy: A path to

P
delivering distinctive value and experience. PwC.
[Link]
[Link]

CIPD. (2023). CIPD | PESTLE Analysis. [online] Available at:

[Link]

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CIPD (2020). Workplace technology The employee experience. [online] CIPD.

Available at:
[Link]
technology-2_tcm18-[Link].

Kotter, J. (2024). The 8 steps for leading change. [online] Kotter International Inc.
Available at: [Link]

‌Connelly, M. (2020). Kubler-Ross Five Stage Model. [online] Change Management

Coach. Available at: [Link]

‌ RC, C.N., sHRBP, CCLC (n.d.). Council Post: Why Every CEO Should Give HR A
C
Seat At The Table. [online] Forbes. Available at:
[Link]
should-give-hr-a-seat-at-the-table/?sh=52a8414135bd [Accessed 12 Apr. 2024].

Kutaula, S., Gillani, A., Gregory-Smith, D. et al. Ethical Consumerism in Emerging

Markets: Opportunities and Challenges. J Bus Ethics 191, 651–673 (2024).
[Link]
Congressional Research Service. (2020). Global Economic Effects of COVID-19.
Retrieved from [Link]
Euronews. (2022). Brexit: Draft deal first of many hurdles to a smooth exit. Retrieved
from [Link]

Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior. Pearson.

Clegg, S. R., Pitsis, T. S., & Kornberger, M. (2019). Managing and organizations: An
introduction to theory and practice. SAGE Publications.
Luthans, F., Luthans, B. C., & Luthans, K. W. (2021). Organizational behavior: An
evidence-based approach. IAP.
Deloitte. (2023). Tech Trends 2023. Retrieved from
[Link]
IBM. (2023). AI and the Changing Nature of Work. Retrieved from
[Link]
World Economic Forum. (2023). The Future of Jobs Report 2023. Retrieved from
[Link]
Anwar, G., & Abdullah, N. N. (2021). The impact of Human resource management
practice on Organizational performance. International journal of Engineering, Business
and Management (IJEBM), 5.
Armstrong, M., & Taylor, S. (2023). Armstrong's handbook of human resource
management practice: A guide to the theory and practice of people management. Kogan
Page Publishers.

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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.

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 Level 5 Associate Diploma

Assessment criteria
Evidenced
Evidence reference
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.

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Declaration of Authentication
Declaration by learner
I can confirm that this assessment is all my own work and where I have used materials from
other sources, they have been properly acknowledged.

Learner name: Malath Alshammari

Learner signature:

We cannot accept a typed or e-signature. You need to scan or photograph your handwritten
signature and inset the image here. You MUST add a new date for each submission. *This
should be the date on which you submit your assessment.

Submission Date 1: 15/4/2024

Submission Date 2:

Submission Date 3:

Declaration by Assessor
I confirm that:
 I am satisfied that to the best of my knowledge, the work produced is solely that of the learner.
 The learner’s work was conducted under the conditions laid out by the assessment brief.

1 submission Assessor
st

name:
Assessor signature:

Date:
2 submission Assessor
nd

name:
Assessor signature:

Date:
3 submission Assessor
rd

name:
Assessor signature:

Date:

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 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

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Marking Descriptors

Mark Range Descriptor

1 Fail Insufficient demonstration of knowledge, understanding or skills (as
appropriate) required to meet the AC.
Insufficient examples included, where required, to support answers.
Presentation and structure of assignment is not appropriate and does not meet
the assessment brief.
Insufficient or no evidence of the use of references to wider reading to help
inform answer.

2 Low Pass Demonstrates an acceptable level of knowledge, understanding or skills (as

appropriate) required to meet the AC.
Sufficient and acceptable examples included, where required, to support
answers.
Required format adopted but some improvement required to the structure
and presentation of the assignment.
Answers are acceptable but could be clearer in responding to the task and
presented in a more coherent way.
Sufficient evidence of the use of references to wider reading to help inform
answer.

3 Pass Demonstrates good knowledge, understanding or skills (as appropriate)

required to meet the AC.
Includes confident use of examples, where required, to support each answer.
Presentation and structure of assignment is appropriate for the assessment
brief.
Answers are clear and well expressed.
Good evidence of the use of references to wider reading to help inform
answer.

4 High Pass Demonstrates a wide range and confident level of knowledge, understanding
or skill (as appropriate).
Includes strong examples that illustrate the point being made, that link and
support the answer well.
Answers are applied to the case organisation or an alternative organisation.
Answers are clear, concise and well argued, directly respond to what has
been asked.
The presentation of the assignment is well structured, coherent and focusses
on the need of the questions.
Considerable evidence of the use of references to wider reading to inform
answer.

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