CIPD 3CO01 Assignment Example |Business, Culture and Change in context

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CIPD 5CO01 Assignment Example | Business, Culture and Change in Context

An examinationof the key external influences impacting or likely to impact the organisation’s activities. (AC 1.1)

Economic Factors

The education institution I work is a university chartered in a foreign country. As such, much of the funding comes from the mother country. Nonetheless, different economic factors affect its activities. First, the exchange rate in the home country affects the firm’s financial state. Exchange rates, often known as the price of a foreign currency in the local currency, are essential in terms of their levels and volatility. Exchange rates can affect the overall volume of foreign direct investment and how these investments are distributed among various nations.

Secondly, the inflation rate in the country affects how the firm operates (Graham, 2018). Most of the learners in the university rely on their parents to pay for school fees. On this note, the number of students who enrol is based on the fees they charge, as the inflation rate dictates. (Drobyazko et al. 2019). A high inflation rate inhibits market growth since it discourages saving, limits investment. The employment rate also affects organisational growth as the number of students that enrol on the university is correlated to the incentives that employees get from the learned people (Graham, 2018).

Political

Policies in the local country where the institution operates influence the operation and activities of the firm. An organisation operating in the education sector is bound to adhere to the local policies and regulations regarding the education they offer. Changes in the policies could affect the operations and the courses that the organisation offers to the student (Graham, 2018). In addition, policies on student fees payment could also limit or promote the courses that the institution offers. Policies and laws regarding foreign investment could affect the organisation’s operation (Graham, 2018). In some instances, the FDI may require approval from the local country and affect operations. The taxation of the amount of FDI could affect the operations in the learning institution as it can limit or increase the amount invested (Drobyazko et al., 2019).

A discussion of the organisation’s businessgoalsandwhy it is important for organisations to plan for how they will achieve these. (AC 1.2)

The specific goals for the institution include:

GOAL 1: Foster student achievement by upholding high standards and pioneering new academic initiatives.
GOAL 2: Improved student support services and engaged learning will enhance the educational experience for all students.
GOAL 3: Increase operational excellence and institutional resources.
GOAL 4: Accept and embrace UNCP’s distinctive character in the education sector.
GOAL 5: Strengthen and broaden community, regional, and international participation of learners.

Setting organisational goals and planning helps the institution to attain the goals through various ways:

Promoting team work between learners and with instructors: Fostering employee cooperation and collaboration is also made possible by this. Planning fosters cooperation and a collaborative environment, claims Alotaibi (2019). Everyone is aware of their responsibilities and the extent to which other departments rely on their help and skills to fulfil their commitments when the plan is produced and presented to the company’s members.
Organisation Assessment: The first step in the process is to assess the organisation’s current operations and to pinpoint areas where there is room for development over the coming year. By setting the goals of the organisation, it becomes possible to evaluate the level of attainment and subsequently take remedial measures (Alotaibi, 2019).
The distribution of resources: Resource utilisation that is planned out is more effective. Regardless of the size of the company, the planning process provides senior management with the knowledge needed to allocate resources in the most effective way to achieve the organization’s goals. The organisation operates in the education sector and there is a demand for many resources, which can be attained by proper planning and setting of goals. The goals can only be attained if there is provision of all the needed resources (Alotaibi, 2019).

A discussionof the organisation’s products and/or services and main customers.(AC 1.3)

The education institution offers training-related products to diverse customers. The following is a list of the products:

Tutoring services: the university offers different programs from certificate level, Diploma, Degree, and post-graduate education. In addition, the organisation offers support with grammar and English tutorials to the local people whose dialect is commonly Arabic.

Counselling services: A learner’s capacity to achieve might be impacted by personal concerns, a lack of professional orientation, and ineffective study techniques. Counsellors can aid in resolving learners’ issues and helping them improve their study skills so they can concentrate more effectively in class.

Career Centers: The organisation offers job search guidance, and many career centres host job fairs, employer information sessions, and networking events as ways for job seekers to network with potential employers.

Financial Assistance: The establishment may additionally provide,If a student is unable to pay for their education financial aid office offers assistance. Student loans, bursaries, and scholarships are all forms of financial help.

Academic advising: This service aids students in selecting the courses they should take to complete their programme effectively. The way that schools offer academic advice varies.

The primary customers in the institution include high school graduates who want to proceed to tertiary education. The institution also offers training to individuals who are in higher career progression and intend to pursue post-graduate studies. Further, the institution also provides training fororganisations through seminars and workshops. In some instances, government agencies are also part of the customers.

A short review of different technologies available to people professionals and how these can be, or are, used to improve working practices and collaboration. You might consider for example, technologies relating to communications, information sharing, record keeping, learning, wellbeing, productivity,or security. (AC 1.4)

Technology in people professionals can be applied in numerous ways, right from communication, tracking job progress, task scheduling, resolving customer issues, and sharing of information, learning, and wellbeing management, among others.

Below is a list of the commonly applied technologies that are commonly applied by people professionals.

Project management software: the organisation can use project management software to schedule tasks. Some of the commonly used applications for task scheduling include Zoho, Team Gantt, MS project etc.
Zoom, Teams and webinar: Zoom, Teams and webinar are three examples of communication tools that may be used to give training, plan meetings with employees and other workforce members, and facilitate such encounters.
Human Resource Information Systems (HRIS): Understanding an HRIS system may help speed up a variety of tasks and procedures related to human resources and reduce the number of mistakes brought on by manual labour (Lee et al. 2018). It makes it easy to retain papers electronically and complete forms online, which reduces paperwork.

Artificial intelligence (AI): Artificial intelligence (AI) has substantially improved the human resources division and is one of the most potent and fast-developing technologies currently available (Lee et al. 2018). Most low-value human resources positions may now be automated by AI, freeing up more time for strategic work. It is feasible to apply it as a component of the self-care service development for the human resources department

What is meant byorganisational culture and why it is important to foster an appropriate and effective workplace culture. (AC 2.1)

The culture of an organisation includes all of the presumptions, attitudes, and beliefs that are shared by all its members and define what behaviours are considered proper and wrong (Payne et al., 2018). Organisational culture defines how people in an organisation undertake their tasks and their guiding factors.

Adopting a positive organisational culture has a significant influence on corporate success as well as employee conduct. An organisation must have a healthy corporate culture to give workers a sense of pride and ownership in their work (Payne et al., 2018). People who are proud of their company are more willing to invest money in its development and put out extra effort to open up doors that will benefit the company.

In an organisation that adopts recognition and reward to those who make tremendous efforts, creates a positive workplace and supports their coworkers; businesses may encourage others to follow in their footsteps. This might be carried out to inspire others to follow suit. The positive attitudes and behaviours shown at work are directly attributable to excellent leadership and an optimistic management style. Additionally, it promotes the development of an inclusive working culture (Payne et al., 2018). The workplace has the potential to be a healthy and productive environment when all employees, regardless of their gender, sexual orientation, or ethnicity, are acknowledged, supported, and encouraged.

Positive organisational culture promotes teamwork, and communication is made much simpler. As a result, fostering a positive work environment requires implementing a management and leadership style that values teamwork and open, honest communication (Payne et al. 2018). For employees to feel belonging, the business must have a set of distinctive core values that are effectively conveyed to and debated with them. Creating a unique business ethos and values includes one of the most crucial aspects.

How organisations are whole systems, in which different areas and aspects such as structure, systems and culture, are all inter-related, and how people professionals work and actions could impact elsewhere in the organisation. (AC 2.2)

The concept ofwhole system is described as the state where all the components, departments, and divisions of the organisation are integrated as a single unit. While understanding that an organisation is compartmentalised into different departments, functions, structures, and units (subsystems), they can still be integrated to act as a single unit, following the whole system concept. A system can either be open and closed system. A closed system is one where the internal subunits in the firm do not interact with the external environment. On the other hand, a closed system is one that sub-units can interact with one another and probably with those outside the organization.

The many components and duties that make up the organisation are included in the organisational structure. Being human resources professional in a company makes it easier for all the departments to work together (Piekarczyk 2020). The HR provides the interrelationship between the various departments while clearly describing the job roles for every unit. While every department has a unique role, it remains the responsibility of the HR department to ensure that there is clear communication between the managers and staff in the different departments and that no boundaries are created.

The HR division supports the other divisions in achieving their objectives by acting as a component of the overall system. All staffing-related issues, including hiring, trading, and development, as well as remuneration, are handled by the HR Department. As a result, human resources specialists are responsible for assisting staff members from other departments in fulfilling their duties inside the company (Piekarczyk 2020). Particularly, the human resources professionlinks all the other departments, encouraging the use of a whole-systems approach to problem-solving (Piekarczyk 2020). People specialists also influence other workers’ motivation and growth. For instance, the HR department coordinates team-building exercises that inspire employees and help them function as a unit by the whole-systems paradigm (Piekarczyk 2020). To support an organisation working as a system, some of the best people practices includes proper remuneration, team building, and motivation. On the other hand, discrimination of people during hiring, promotion, L & D could negatively affect the attainment of a whole system concept.

Why it is important that organisational change is planned, and effectively managed. (AC 3.1)

Planning and managing change is essential due to various factors. First, it helps in optimising the level of productivity and monitoring the effect on time.Planning helps create a foundation and framework for observing the effects of change. Numerous change assessment methods are available, such as the financial impact, retention impact, and satisfaction index (Jayatilleke & Lai, 2018). It also makes it possible to track the effects of the adjustment. Planning helps create a foundation and framework for observing the effects of change.

Planning and management of change avert the possibility of resistance among the stakeholders involved. Many employees could oppose the proposed changes (Woo et al., 2016). However, proper planning helps to avert the negative effects that come with resistance. Proper planning makes it possible for the organization’s management to engage with their stakeholders appropriately and promptly (Woo et al., 2016).Planning for change also helps in the provision of resources and support during implementation. According to Jayatilleke and Lai (2018) most changes comes with unique resource needs that should be addressed appropriately.

There are several drivers of change that can affect the organization as described bv Jayatilleke and Lai (2018). First, technological advancements could necessitate the organization to change its operations. For instance, the organisation could be required to change to accommodate self-care portal as opposed to convectional customer service. Government policies could also necessitate the firm to change as they are required to comply. When there is competition, the organization may be required to use innovation, which may necessitate change. Finally, the prevailing economic conditions such as inflation could lead necessitate change such as remote working.

The nature and importance of different roles that can be played by people practice professionals, in relation to change agendas. You might consider roles such as: gatekeeper, champion, facilitator, critical friend or record-keeper. (AC 3.2)

A people practice profession can be charged with being a gatekeeper, champion, facilitator or record keeper during change management (Guan et al., 2020).

Gatekeeper: The gatekeeper in change management is responsible for deciding if your innovation project should continue to grow and go on to the next stage. The approval is important for change to proceed since it is a people’spractice. One of the responsibilities of a gatekeeper is to communicate with the employees. They may limit, impede, or postpone access to services. As an alternative, they might be used to monitor how the task is being done and if it complies with particular requirements.
Change management champions are members who volunteer or are selected to help support change. They are known as implementation champions or change champions. It’s critical that this category of people accept the impending change (or changes), comprehend it, and advocate for it. They can also be used to award a staff member with responsibility in the capacity of a change champion may also be used to show how much you value their abilities and dedication. They are also involved in coordinating with all parties, not just your accounting teams, such as your internal IT department, is part of this. By doing this, they can comprehend and speak for all team members whose job is affected by the change.

Organizational change facilitator: A change facilitator helps a company discover areas for development and fosters group techniques to maximise the impact of change projects. A facilitator plans, leads, and oversees a group activity to accomplish its goals. Successful facilitation requires maintaining objectivity and focusing on the “group process.” Teams work together to finish projects, make decisions, and resolve problems

How organisational change can impact people in different ways, such as changing their role or status or financial situation, and the different ways people may respond to change. (AC 3.3)

A number of things can cause change inside a business, including financial worries, mergers and acquisitions, growing markets, accommodating expansion, or a simple change in corporate culture. Belardinelli et al. (2021) outline that as a result ofthe change, the organisation can encounter the following effects:

Alteration of Effect on People’s Lives: The lives of a significant number of people are drastically changed when organisational changes need comprehensive reorganisation. Common changes that have a negative effect on a group of employees include salary reductions, the elimination of benefits, job downgrading, job loss, and migration to a different city, state, or country. Workers may suffer greatly as a result of all of these developments, especially those who support their families.
Promotes employee growth: on the plus side, constant upheaval pushes people out of their comfort zones. While some people relish the difficulties and novel experiences, others feel “comfortable” in a setting they are accustomed with. Employees who experience change are more adaptable. Employees may adapt when they accept change with a good attitude and learn to give up old habits.
Petitions and lawsuits: For certain workers, perceived inequities or unfairness, poor management communication, and fear about upcoming change can all contribute to higher stress levels. Through staff involvement and training, this may be reduced.
Lower Loyalty and Higher Turnover: Businesses sometimes start by looking at pay and perks when trying to cut costs. When this happens, some employees will inevitably look for work elsewhere; nonetheless, it is crucial to keep them involved in the transformation process to reduce employee turnover.

References

Alotaibi, H., 2019. Organisational structure and the strategic planning process in Almarai company of Saudi Arabia. Research Journal of Economics and Business Studies, 8(11).

Belardinelli, P., Bellé, N.&Cantarelli, P., 2021. The impact of bounded subadditivity on administrative behaviour among public and private workers. Public Administration, 99(4), pp.679-693.

Drobyazko, S., Okulich-Kazarin, V., Rogovyi, A., Goltvenko, O.&Marova, S., 2019. Factors of influence on the sustainable development in the strategy management of corporations. Academy of Strategic Management Journal, 18, pp.1-5

Graham, D. (2018). PESTEL factors for e-learning revisited: The 4Es of tutoring for value added learning. E-learning and Digital Media, 15(1), 17-35.

Guan, Y., Ge, X., Abdalkarim, S. Y. H., Yu, H., Marek, J., & Yao, J. (2020). Fabrication of a novel temperature sensitive phase change system based on ZnO@ PNIPAM core-satellites and 1-tetradecanol as gatekeeper. Materials Science for Energy Technologies, 3, 482-486.

Jayatilleke, S. & Lai, R., 2018. A systematic review of requirements change management. Information and Software Technology, 93, pp.163-185.

Lee, S.H., Leem, C.S. & Bae, D.J., 2018. The impact of technology capability, human resources, internationalisation, market resources, and customer satisfaction on annual sales growth rates of Korean software firms. Information Technology and Management, 19(3), pp.171-184.

Payne, J., Cluff, L., Lang, J., Matson-Koffman, D. & Morgan-Lopez, A., 2018. Elements of a workplace culture of health, perceived organisational support for health, and lifestyle risk. American Journal of Health Promotion, 32(7), pp.1555-1567.

Piekarczyk, A., 2020. Organisation Culture From Systems Theory of Organisation Perspective in the Era of Copernican Revolution. In Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior (pp. 1-17). IGI Global.

Woos, D., Wilcox, J. R., Anton, S., Tatlock, Z., Ernst, M. D., & Anderson, T. (2016, January). Planning for change in a formal verification of the Raft consensus protocol. In Proceedings of the 5th ACM SIGPLAN Conference on Certified Programs and Proofs (pp. 154-165).