Level 5 Associate Diploma in People Management

Organisational performance and culture in practice

- Unit 5C001
Week 3
1
Learning outcomes

On completion of this unit, you will:

1. 2. 3.
Understand the connections Understand organisational Understand how people
between organisational culture and theoretical practice supports the
structure, strategy and the perspectives on how people achievement of business goals
business operating behave at work. and objectives.
environment.
Week 3

• AC2.2: Assess how people practices impact on organisational culture

and behaviour.
• AC2.3: Explain different approaches to managing change.
• AC2.4: Discuss models for how change is experienced.
 4

Learning Outcome 2
Understand organisational culture and theoretical perspectives on how
people behave at work.
2.2 Assess how people practices impact on organisational culture and
behaviour.
Drivers of engagement

Feeling well-
Having informed
opportunities about what is
to feed your happening in What practical ways can
views upwards the
organisation HR and line managers
ensure these elements
Believing that CIPD working are implemented and
your manager life: employee
is committed to attitudes and supported?
your engagement
organisation report
Engagement

The main driver of EE is a sense of feeling

valued and involved

Main components of this are:

• Involvement in decision making
• Freedom to voice ideas, to which
managers listen
https://www.icann.org/news/blog/t
• Feeling enabled to perform well he-middle-east-engagement-journey
• Having opportunities to develop the job
• Feeling the organisation is concerned for
employees’ health and well-being

(Institute of Employment Studies IES)

Theories and models of culture

There is an implied culture and an explicit culture:

• What explicit means are used in your companies to convey what your
organisation is and does?
• Now discuss your companies own norms i.e. ‘how we do things around
here’
• How does your explicit culture differ from your implicit?
• What effect does this have on people?
• What can HRM do to rectify any inconsistencies?
Improving employees’ experience

How do leaders earn employees’ trust and confidence, and demonstrate interest in
employee well-being?
How do they balance messages about short-term priorities and financial results with
longer-term vision and strategy?
Do managers have the skills and time necessary to effectively differentiate and manage
employees’ performance, coach their teams and support individuals’ career advancement?
Are career paths clear to employees as they consider how to navigate today’s flatter
structures with a variety of different employment arrangements?
Are the right tools and processes in place for workers to collaborate and connect across
locations and functions?
Do employees have some level of flexibility in their schedules or work arrangements, and
do they feel comfortable taking advantage of it?
Are communication vehicles and content appropriately tailored for diverse audiences
across ages, cultures and life stages while providing the necessary consistency of message?
Value placed on employees

• What is the structure?

• How are results judged?
• How are decisions made?
• What qualities make a good boss?
• What qualities make a good employee?
• How are people rewarded?
• How are groups and individuals
controlled?
• Do people work in teams or as
individuals?

9
Extent of people practice influence

Redundancies Policies & Social media

Procedures
Performance & Industry Sector Employer brand
Reward

Internal
External

Setting Objectives Learning &

Attrition development Recruitment Suppliers
Research
Learning Outcome 2
Understand organisational culture and theoretical perspectives on how
people behave at work.
2.3 Explain different approaches to managing change.

11
Change management approaches 12

CIPD: 7 Cs of change
Kotter’s change management model 13
Lewin’s change management model
Readiness for change

How can the HR function support change issues within an organisation?

HR & change management

Motivating

Advising Leading

HR’s role in change

management Strategy
Training
development

Communicating Negotiating
HR & change management

• Advising project leaders

on skills available within the
organisation
• Balancing out goals with broader
strategic needs.
• Negotiating with various stakeholders.
• Understanding stakeholder concerns to
anticipate problems.
• Helping people cope with change,
performance management and
motivation.
Break
Learning Outcome 2
Understand organisational culture and theoretical perspectives on how
people behave at work.
2.3 Discuss models for how change is experienced.

19
How people experience change

• Creates insecurity
• Damage motivation
• Can be costly

Yet change is the only thing guaranteed to happen in business, so at

some stage as a HR Professional you will be involved with some form of
change management issues.
How people experience change

What do you think might be

some of the problems that
come up as a result of
change that is poorly
managed?

21
How people experience change

What are some of the

benefits to an organisation
when change is managed
effectively?
Kubler Ross model of change

23
How people experience change

24
Finish