An examination of three key external influences impacting or likely to impact the organisation’s activities. (AC 1.1)
In order to successfully navigate the dynamic business environment, it is crucial for my organisation, Al Barak Shipping Company, to continuously assess external factors and adapt its policies accordingly. Operating within a well-rounded framework, numerous factors impact company behaviour and decision-making, shaping the contemporary corporate ecosystem.
Political Factors
Organisational functioning is greatly impacted by political factors. Companies can be significantly impacted by changes in legislation, taxes, import regulations, and finance rates. State regulations on borrowing costs have a significant impact on financial institutions, which in turn affects company financing costs and overall economic conditions. It is crucial for Al Barak Shipping to stay attuned to the ever-changing political landscape, as state legislation can have both favourable and unfavourable consequences.
Economic Factors
Indicators like GDP, inflation rates, and per capita income offer valuable insights into the growth or decline of the economy. High inflation rates have the potential to discourage investment and impact the allocation of resources, which in turn can have an adverse effect on the growth of various sectors. Employment trends and skill acquisition are also impacted by economic conditions. Al Barak Shipping should align its policies with economic indicators, taking into account factors such as inflation and growth (Burns, Dagnall & Holt, 2020).
Social Factors
Consumer behaviour is influenced by various social factors such as health awareness, security, demographic trends, values, goals, and generational differences. Companies can enhance their marketing strategies by comprehending and adjusting to these social elements. For example, Al Barak Shipping must adjust their operations and marketing strategies to accommodate changes in consumer purchasing patterns during the holiday season (Burns, Dagnall & Holt, 2020).
A discussion of at least two of the organisation’s business goals and why it is important for organisations to plan for how they will achieve these. (AC 1.2)
One of the organization’s business goals may be to increase market share by 20% within the next two years. In order to identify target audiences, create marketing strategies, and allocate resources efficiently, achieving this aim will require meticulous planning(Borges et al., 2021). For instance, the company can budget for market research to learn about the tastes and habits of its target audience and adjust its offerings accordingly. In order to draw in new clients and hold onto their current clientele, businesses could also launch sales incentives or marketing efforts. This kind of planning guarantees that the company’s actions are targeted, strategic, and consistent with the main objective of increasing market share.
Another business goal could be to improve employee satisfaction and retention rates by implementing a flexible work policy. In order to achieve this goal, planning entails evaluating the current work arrangements, getting input from the workforce, and creating regulations that satisfy the requirements of the company and its employees (Hu et al., 2021).
For example, the company might want to implement remote work or flexible work schedules, backed by effective technologies for communication and teamwork. Programmes for training may also be designed to give managers the tools they need to lead remote teams. The organisation hopes to establish a satisfying work environment that encourages employee contentment, productivity, and loyalty by carefully developing and executing these policies Borges et al., 2021).
Planning is essential for organizations to achieve their business goals as it enables them to identify priorities, allocate resources efficiently, and anticipate potential challenges (Borges et al., 2021). Organisations can improve their chances of success and guarantee business continuity in a constantly shifting market environment by establishing specific goals, creating workable plans, and routinely assessing their progress.
A discussion of the organisation’s products and/or services and main customers. (AC 1.3)
I work for Al Barak Shipping Company, which specializes in providing comprehensive shipping and logistics solutions. Our services include managing freight transportation, warehousing, and supply chain logistics for both short-term and long-term needs. We offer tailored shipping options, from small parcel delivery to large-scale cargo transportation, ensuring that our clients’ diverse requirements are met with efficiency and reliability. A critical component of our operations is our robust Information and Technology system, essential for our business functions.
Technological Advancements in the Workplace
Understanding the impact of technological breakthroughs on daily life and workplace dynamics requires a deeper comprehension of both people and technology. Recognizing how new technology can enhance adaptability, efficiency, and teamwork is crucial (Mehta, Saxena & Purohit, 2020). Technological advancements influence a company’s culture, employee behavior, and client needs, leading to reassessment of work processes, skills, creativity, diversity, and inclusion.
Workplace Technologies at Al Barak Shipping Company
- HR tasks and procedures are expedited and streamlined through an HRIS system, reducing paperwork and enhancing accuracy.
- Platforms like Zoom enable interactive engagement during webinars and meetings. Technologies such as Google Meet, Microsoft Teams, Kennet, and TeamViewer facilitate training sessions, meetings, and recording and sharing of sessions (Talwar et al., 2020).
Customer Focus
We cater to a wide range of customers, including individual consumers, small businesses, and large corporations, all of whom have distinct shipping and logistics needs. Our top priority is providing exceptional parcel delivery services to meet the unique needs of our customers. We guarantee the safe and timely arrival of packages, giving our clients peace of mind. Our customised warehousing and distribution solutions are designed to support small businesses, enabling them to effectively handle inventory and optimise their supply chain.
A short review of information and communication technologies available to people professionals and how these can be, or are, used to improve working practices and collaboration. (AC 1.4)
In the human resources department, information and communication technologies (ICT) are essential resources for improving teamwork and streamlining procedures. Real-time communication channels are provided by cloud-based collaboration systems like Microsoft Teams and Slack, which make file sharing and online meetings easy. These platforms improve overall productivity by streamlining project management procedures and encouraging productive teamwork (Talwar et al., 2020).
Furthermore, centralising payroll, performance reviews, and employee data management is made possible in large part by Human Resource Management Systems like SAP SuccessFactors and Workday. HR specialists can improve workforce management procedures by concentrating on key goals by automating these operations.
Virtual learning platforms such as Udemy and LinkedIn Learning offer a wide range of professional development courses to employees, in the context of continuous learning and growth. This makes it possible for people to broaden their knowledge and skill set, which makes the workforce more competent and flexible.
Enterprise Social Networks that enable knowledge sharing and cross-departmental collaboration are Yammer and Workplace by Facebook. Employees may share ideas, cooperate on projects more successfully, and trade best practices thanks to features like knowledge repositories and group discussions. This encourages creativity and boosts productivity (Mehta, Saxena & Purohit, 2020).
A definition of what is meant by organisational culture and an explanation of why it is important to foster an appropriate and effective workplace culture. (AC 2.1)
Organizational culture relates to the shared values, beliefs, norms, and behaviors that characterize an organization and guide the interactions and decisions of its members (Tran, 2021). The culture has a significant impact on how employees perceive the work environment, influencing their attitudes, motivations, and behaviours. It shapes their perception by incorporating the unique identity and personality of the organisation.
Creating a positive organisational culture is of utmost importance for a variety of reasons. First and foremost, a robust organisational culture enhances the morale and engagement of its personnel. Employees who are in sync with the organization’s values and mission tend to display greater motivation, commitment to their work, and productivity . (Lasrado & Kassem 2021). This alignment results in higher levels of job satisfaction and lower turnover rates.
An positive organisational culture also fosters teamwork and collaboration. When employees have a shared sense of purpose and values, they tend to collaborate well, communicate efficiently, and provide mutual support in accomplishing goals (Tran, 2021). This inclusive and collaborative environment promotes a wide range of perspectives, which in turn stimulates innovation, creativity, and successful resolution of problems.
A strong organisational culture helps attract and keep outstanding employees. An inclusive and proficient workforce is attracted to a strong organisational culture that aligns with their values and principles. Research suggests that organisations that cultivate a nurturing and inclusive environment, where employees feel appreciated and essential to the team, are more likely to retain their workforce (Tran, 2021).
An explanation of how organisations are whole systems, within which 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)
Organisations are complex systems composed of components such as structure, systems, and culture that are interrelated and have an impact on one another (Li et al., 2023). The hierarchy and labour division of an organisation influence the policies and practices implemented to achieve goals. Moreover, the norms, values, and beliefs that define an organization’s culture have an impact on how its members interact and behave. These connections mean that as human resources professionals, our efforts and decisions can have a big effect on the entire company (Li et al., 2023).
For instance, changes to HR policies and procedures established by people specialists may have an impact on reporting lines, job duties, and decision-making procedures. Similarly, initiatives to foster a healthy work environment can increase productivity and employee satisfaction, which in turn impacts the performance of the firm (Li et al., 2023). Examples of these initiatives include emphasising diversity and inclusion or implementing staff wellness programmes.
Moreover, employee motivation, drive, and retention rates are significantly impacted by personnel managers’ efforts in talent acquisition, training and development, and performance management. A well-designed recruitment strategy that aligns with the organization’s values and goals can help attract top people and strengthen the workforce. In a similar vein, supporting employee training and development programmes improves employees’ individual skills while also encouraging creativity and organisational learning (Li et al., 2023).
Due to the interconnectivities of the entire organisation system, the actions of people professionals impact on other areas within the organisation. For example, implementing a robust talent acquisition strategy not only fills immediate vacancies but also enhances the organization’s long-term capabilities. Effective training and development programs can lead to higher employee engagement and innovation, which positively impacts other areas of the organization, such as customer satisfaction and operational efficiency.
An explanation of why it is important that organisational change is planned, and effectivelymanaged. (AC 3.1)
Organizational change is a fundamental aspect of business evolution, driven by factors such as market dynamics, technological advancements, and internal needs. Planning and managing organisational change well is essential to minimising risks, optimising benefits, and guaranteeing seamless transitions. This involves a number of important concerns for our medium-sized business.
Planned change allows for the anticipation and mitigation of potential disruptions to business operations. Organisations can anticipate problems and create plans to deal with them head-on by carefully evaluating the effects of suggested changes, such reorganising departments or putting new technological systems into place (Errida & Lotfi, 2021). By reducing the possibility of staff resistance, customer discontent, and productivity losses, service delivery and corporate success are guaranteed to continue.
Effective change management fosters employee engagement and commitment to the change process. Encouraging employees and helping them adjust to change requires open communication, participation in decision-making, and support systems (Errida & Lotfi, 2021). This can lessen resistance, allay anxieties and uncertainties, and promote an adaptive and resilient culture inside the company.
Planned and well-managed change enables organizations to capitalize on emerging opportunities and stay ahead of competitors. Organisations can use change as a catalyst for growth, innovation, and enhanced competitive advantage by coordinating change projects with their strategic goals (Cimini et al., 2020). For instance, implementing agile processes or embracing digital transformation might help our company succeed commercially by improving customer experiences, responding to market demands more quickly, and so on.
An explanation of the importance and role that can be played by people professionals within change. You might consider roles such as: gatekeeper, champion, facilitator, critical friend or record-keeper. (AC 3.2)
For effective change facilitation to occur, both management and staff must be willing to collaborate, regardless of whether the change involves processes, systems, job functions, organizational structures, or a combination of these elements. This collaborative effort is at the core of change management.
Gatekeeper
A gatekeeper assesses whether an innovation project should progress to the next stage and continue development. Their approval is necessary for advancement (Boshier, 2022). The gatekeeper’s role is crucial because they ensure that only viable and beneficial projects move forward, thereby preventing the wastage of resources on initiatives that are unlikely to succeed. By critically evaluating projects, gatekeepers help maintain a focus on strategic goals and priorities, enhancing the overall effectiveness of change initiatives.
Change Facilitator
Change facilitators assist employees in adapting to new environments by explaining the rationale behind the change, its positive impacts, and the necessary steps for implementation (Boshier, 2022). Managers benefit from facilitators’ guidance in decision-making, communication strategies, and conflict resolution. The change facilitator plays a crucial role in bridging the gap between the organization’s leadership and its employees. Through effective communication and support, they assist in reducing resistance and uncertainty, resulting in a more seamless transition and increased acceptance of change.
Change Champion
A change champion actively supports and advocates for the desired change within the organization, playing a pivotal role in its implementation (Boshier, 2022). Their dedication to the change’s vision, belief in its benefits, and enthusiasm drive their efforts as change agents. The change champion’s importance cannot be overstated, as they embody the change effort, inspire others, and foster a culture of enthusiasm and commitment toward the change. Their active promotion and support can significantly influence the success of the change initiative by generating momentum and buy-in from other employees.
A discussion of how organisational change can impact people in different ways, such as
changing their role or status or financial situation. (AC 3.3)
Organizational change can have multifaceted impacts on individuals, ranging from changes in their roles or status to alterations in their financial situations. The change in job duties is one important effect; this might include adding new tasks, moving up the organisational ladder, or even completely reorganising the job functions. Changes of this nature can elicit conflicting responses from people; although some may welcome the new challenges, others may find it difficult to adjust, which can leave them feeling apprehensive and uneasy (Li et al., 2021).
Moreover, organizational change can directly influence individuals’ financial circumstances. This could show up as adjustments to bonus plans or pay scales, or even as job losses brought on by reorganisation or downsizing initiatives. These financial ramifications may have a substantial negative effect on people’s wellbeing by causing stress, worry, and worries about one’s future and financial security (Li et al., 2021).
Additionally, organizational change can have broader socio-economic implications, affecting individuals’ mental and physical health, welfare, and family dynamics. Increased workloads, unstable employment, or unfavourable working conditions can all raise stress levels and cause behavioural issues, low motivation, and a decline in workplace morale. Changes in work responsibilities or schedules can also throw off work-life balance, which can affect social interactions and interpersonal relationships.
References
Darvishmotevali, M., Altinay, L. and Köseoglu, M.A., 2020. The link between environmental uncertainty, organizational agility, and organizational creativity in the hotel industry. International journal of hospitality management, 87, p.102499.
Burns, D., Dagnall, N. and Holt, M., 2020, October. Assessing the impact of the COVID-19 pandemic on student wellbeing at universities in the United Kingdom: A conceptual analysis. In Frontiers in education (Vol. 5, p. 582882). Frontiers Media SA.
Borges, A.F., Laurindo, F.J., Spínola, M.M., Gonçalves, R.F. and Mattos, C.A., 2021. The strategic use of artificial intelligence in the digital era: Systematic literature review and future research directions. International Journal of Information Management, 57, p.102225.
Hu, X., Yan, H., Casey, T. and Wu, C.H., 2021. Creating a safe haven during the crisis: How organizations can achieve deep compliance with COVID-19 safety measures in the hospitality industry. International Journal of Hospitality Management, 92, p.102662.
Mehta, S., Saxena, T. and Purohit, N., 2020. The new consumer behaviour paradigm amid COVID-19: permanent or transient?. Journal of health management, 22(2), pp.291-301.
Talwar, S., Talwar, M., Kaur, P. and Dhir, A., 2020. Consumers’ resistance to digital innovations: A systematic review and framework development. Australasian Marketing Journal (AMJ), 28(4), pp.286-299.
Tran, Q.H., 2021. Organisational culture, leadership behaviour and job satisfaction in the Vietnam context. International Journal of Organizational Analysis, 29(1), pp.136-154.
Lasrado, F. and Kassem, R., 2021. Let’s get everyone involved! The effects of transformational leadership and organizational culture on organizational excellence. International Journal of Quality & Reliability Management, 38(1), pp.169-194.