The document provides an overview of the first week of a course on organizational performance and culture. It includes an introduction to the unit and session outline, learning outcomes, and topics that will be covered related to organizational structure, strategy, and external factors. The session outline includes evaluating different types of organizational structures and their advantages/disadvantages, analyzing connections between organizational strategy and other business elements, and analyzing external trends impacting organizations using tools like PESTLE analysis. Various organizational structures, strategy approaches, and revenue generation examples are also discussed.
14 Essential Leadership Skills During The 4th Industrial RevolutionBernard Marr
Tomorrow’s leaders will need new skills to deal with the realities of the fast-moving, interconnected and technology-driven workplace. The good news is that these leadership skills can be learned and are still required even when bots and machines are part of the workforce. Here are 14 leadership skills of the future workplace.
Business Ethic Chap 3: Philosophical Ethics and BusinessShandy Aditya
Berdasarkan buku Hartman, L. P., DesJardins, J., & Macdonald, C. (2014). Business Ethic Decision Making for Personal Integrity & Social Responsibility. United State of America: McGraw Hill Education.
kali ini kita akan membahas chapter 3: Philosophical Ethics and Busines.
Video Presentation Link:
https://youtu.be/TUPgpULYFqI
Problems with Organizational Development Organizational Change and Developme...manumelwin
Few consultants are engaged in the system-wide efforts that are OD.
Most are using OD techniques in limited ways because of “reductionist thinking legacy”.
Organizational design is as much an art as it is a science. The process of creating a system in which people can work together to achieve common goals is highly complex and there is no one way to do it right.
In this article, we will explain what organizational design is, what drives organizational design, how to design an organization, and how an effective design can be measured in terms of organizational effectiveness.
in current ever challenging business environments adaptation in business environments requires organizations to constantly assess their strategies for success. Therefore strategic management is very much a necessity and strategic management is very much defined as a process which is ongoing on planning, monitoring, analysis and assessment of all required necessities to or for an organization needs to meet its goals and objectives.
14 Essential Leadership Skills During The 4th Industrial RevolutionBernard Marr
Tomorrow’s leaders will need new skills to deal with the realities of the fast-moving, interconnected and technology-driven workplace. The good news is that these leadership skills can be learned and are still required even when bots and machines are part of the workforce. Here are 14 leadership skills of the future workplace.
Business Ethic Chap 3: Philosophical Ethics and BusinessShandy Aditya
Berdasarkan buku Hartman, L. P., DesJardins, J., & Macdonald, C. (2014). Business Ethic Decision Making for Personal Integrity & Social Responsibility. United State of America: McGraw Hill Education.
kali ini kita akan membahas chapter 3: Philosophical Ethics and Busines.
Video Presentation Link:
https://youtu.be/TUPgpULYFqI
Problems with Organizational Development Organizational Change and Developme...manumelwin
Few consultants are engaged in the system-wide efforts that are OD.
Most are using OD techniques in limited ways because of “reductionist thinking legacy”.
Organizational design is as much an art as it is a science. The process of creating a system in which people can work together to achieve common goals is highly complex and there is no one way to do it right.
In this article, we will explain what organizational design is, what drives organizational design, how to design an organization, and how an effective design can be measured in terms of organizational effectiveness.
in current ever challenging business environments adaptation in business environments requires organizations to constantly assess their strategies for success. Therefore strategic management is very much a necessity and strategic management is very much defined as a process which is ongoing on planning, monitoring, analysis and assessment of all required necessities to or for an organization needs to meet its goals and objectives.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
1. Level 5 Intermediate Diploma in Human Resource
Management
Organisational performance and culture in practice
(Unit 5C001)
Week 1
2. Welcome and Introductions
I am... (insert trainer name)
• (Insert previous experience/roles in HR)
• (Insert previous History with the Bradfield Group)
• (Insert experience of training/providing Bradfield courses)
3. Session outline
1. Introduction to the Unit and this week (15 minutes)
2. LO1 / AS1: Evaluate the advantages and disadvantages of different types of
organisation structures, including the reasons underpinning them (45 minutes)
3. LO1 / AS2: Analyse connections between organisational strategy, revenue
generation, products, services and customers (50 minutes)
4. Break (30 minutes)
5. LO1 / AS3: Analyse external factors and trends impacting organisations (1 hour)
6. LO1 / AS4: Assess current organizational priorities and the associated issues
and causes (40 minutes)
7. Close
4. Learning Outcomes
On completion of this unit, you will:
1.
Understand the connections
between organisational
structure, strategy and the
business operating
environment.
2.
Understand organisational
culture and theoretical
perspectives on how people
behave at work.
3.
Understand how people
practice supports the
achievement of business goals
and objectives.
6. Task 1: recap – what is professionalism?
Give an example of
professional behaviour
you have encountered
in the past month
Give an example of
unprofessional
behaviour you have
encountered in the past
month
Share some examples
of three ways that HR
professionals can use
the Profession map in
their role
Share some examples
where you have
exemplified the
standards of the CIPD
code of practice
7. Learning Outcome 1
Understand the connections between organisational structure, strategy
and the business operating environment.
1.1 Evaluate the advantages and disadvantages of different types of
organisation structures, including the reasons underpinning them.
8. Organisational sectors
• Law firms, Banking, Private enterprises
• Work hard play hard culture, aim of maximising profits
Private
• NHS, Colleges and Higher Education Universities
• Process driven, effective application of funding to maximise services
Public
• Charities, pressure groups
• Driven by organisations mission, sensitive to environmental change (i.e. Fewer donations
from the public during times of economic downturns)
Not for profit
9. Organisational sectors
• Mixed economy
• Public sector – health, education, etc (decisions
made on public trust)
• Private sector –
• exist to make profits
• ownership – shareholders (voice at the AGM)
• directors are the decision-makers.
9
10. Purpose of the organisation
• To provide a service or financial return for those who they serve, to survive and
to develop.
Corporate strategy (definition)
• ‘A decision-making process by which the organisation attempts to meet its
objectives. It is the way the organisation plans its long-term future.’
10
11. Organisational structure
An organisational plan or chart shows a company
according to its individual goals (e.g. increasing
production, safeguarding the future, growth) by
clarifying them:
• Which jobs and departments exist in the
company
• What responsibilities and what authority
they have
• How the network of relationships between
them is formed
• What the vertical flow of information and
commands looks like
In other words…
…the organisational structure
lays out who does what so the
company can meet its
objectives.
18. Flexible Firm
18
Core group
Primary workers
Internal labour market
Functional flexibility
Self-employed
First peripheral group
Secondary workers
Internal labour market
Numerical and functional flexibility
Secondary peripheral group
Secondary workers
External labour market
Numerical flexibility
Agency
workers
Sub-
contracting
21. Learning Outcome 1
Understand the connections between organisational structure, strategy
and the business operating environment.
1.2 Analyse connections between organisational strategy, revenue
generation, products, services and customers.
22. Task 2: discussion
What activities might you as a HR
professional undertake to gain
insight into organisational
performance?
What sources of data might you
use?
23. Task 2: discussion
HR activities
• Collating meaningful evidence from
consultation with stakeholders
• Being able to measure impacts and
outcomes across the business and its
people
• Using a systematic and structured approach
to collect business and people data
• Accurately use metrics and dashboards to
inform development and progress
• Linking metrics and outputs to help inform
clear insights and add value
• Only invest time on exploring relevant
issues and actionable conclusions
Data sources
• workforce costs and
• performance results shown
for each department,
• turnover rates and
• trends by role levels and
• daily lost revenue for open
positions
25. How Strategy is Developed
• Analyse contexts (SWOT / PESTLE)
• Analyse resources
• Determine / clarify: Vision, Mission, Goals, Values
• Identify Options
• Determine priorities
• Implement
26. Approaches to strategy development
• Commonly seen as the ‘classical’ approach. Plan of action is
determined by the senior managers, who monitor the external and
internal environments. Strategy formulation requires a defined set of
steps for effective implementation
1.Rational
Approach
• Incremental and emerge over time as and when the organisation needs
to respond to changing circumstances. These are not planned top-
down, but more trial and error, usually done on a lower scale and scope
and learned from as each stage is completed.
2. Emergent
Strategies
• Organisations continue with business as usual, only trying different
approaches if required and success is down to luck rather than
judgement and they can be in reaction to unforeseen changes.
3. Symbolic
Approach
31. Horizontal integration
• Horizontal integration is a merger
between two companies who are at
the same stage of production or
compete in the same industry.
• A real life example would be when
Telewest purchase Virgin Mobile in
order to provide a home phone,
broadband, mobile phone and home
entertainment solution. The new
company is known at Virgin Media
32. Advantages and disadvantages
Advantages
• Increased market share
• Increased customer base
• Increased offering
• Ability to purchase a
better brand image
Disadvantages
• Destroyed value. M&A rarely add value to the
companies. More often M&A fail and destroy the
value of the companies involved in it because
expected synergies never materialize.
• Legal repercussions. HI can lead to a monopoly, which
is highly discouraged by many governments due to
lack of competition. Therefore, governments usually
have to approve any larger M&A before they can
happen.
• Reduced flexibility. Large organizations are harder to
manage and they are less flexible in introducing
innovations to the market.
33. Revenue generation
Key elements that the HR Professional might want to consider are:
• How do we add value to the customers
experience?
1. Customer value
proposition
• How does this create financial success for
this business?
2. The profit
formula
• What people aspects are required to make
this happen
3. Resources
needed
• How do we ensure that the above needs
are met by how we are completing tasks?
4. Processes
needed
34. Revenue generation: expanding the market
Another way of
thinking about
revenue generation is
to explore a range of
ways to expand your
customer markets.
What examples can
you think of?
35. Revenue generation: expanding the market
Another way of
thinking about
revenue generation is
to explore a range of
ways to expand your
customer markets.
What examples can
you think of?
Examples:
• Increasing your marketing budgets to reach more people
• Incentivising your sales and marketing teams
• Widening your marketing reach
• Repositioning or reviewing the currency of your product and
brand
• Reducing or increasing process to reach a different buying
market
• Selling through partners or agents
• Diversifying your products and services
• Increasing repeat buys and loyalty
• Increasing your customer relationship management
• Offering extra or free customer experiences
• Expanding geographic reach
37. Learning Outcome 1
Understand the connections between organisational structure, strategy
and the business operating environment.
1.3 Analyse external factors and trends impacting organisations.
38. Environmental Scanning
• This makes it vital to be able to
‘scan’ your environment and react
to change
• Information is the prerequisite for
this
• This needs to be applied to long
and short term aims to support
organisational performance
39. PESTLE Analysis
The outside world in which an
organisation operates can be examined
by using a PESTLE Analysis.
The six areas which might affect an
organisation can be seen as:
40. PESTLE Analysis of an Organisation
Political
Economic
Environmental
Social
Legal
Technological
A PESTLE analysis is a useful tool to help
you consider the potential impact of
influences in the macro-environment.
It allows you to identify possible key
changes in the outside world, in a
structured manner.
That external environment is broad and
complex, so any tool to help you assess
existing and future influences on your
organisation is worth using.
41. Example PESTLE analysis
• Example PEST
41
PESTLE factor Outline of external factor Impact on the organisation
Political Austerity measures in public sector
Redundancy
Restructure
Changes to teaching programmes
Social Less students going to University
Redundancy
Restructure
Changes to workload model
Reduction in flexible workforce
Technological Increased use of e technology
E learning programmes offered
Online recruitment
Podcasts
Blackboard
Online registers
Environmental
Increased awareness of energy
saving
Solar panels on main directorate building
Recycling bins throughout the University
Cycle to work schemes
Car sharing encouraged
43. SWOT analysis
Strengths:
attributes of the
organization that
are helpful to
achieving the
objective.
Weaknesses:
attributes of the
organization that
are harmful to
achieving the
objective.
Opportunities:
external
conditions that
are helpful to
achieving the
objective.
Threats: external
conditions which
could do
damage to the
business's
performance
Can be used for:
• business planning
• decision making
• problem solving
• strategic planning
• project planning
• career development
45. Take one of the following organisations:
• Twitter
• Adidas
• Cancer Research UK
• (or another of your choice)
Group Exercise
What would be some of the key
issues when “scanning”
their business environment?
47. External Factor: Globalisation
• International domain has become more
relevant to employers and HR alike
• Technological and social developments
have made the world more connected
• Examples of this include: financial
markets, use of social media, growth in
CSR
48. Globalisation
What changes have occurred with globalisation for your
organisation in these areas:
• Developing and implementing organisational
strategy
• Organisational practices (work life balance etc)
• Workforce demographics
Discuss in your groups and feedback in 10 minutes
49. Legal regulation
• Organisations need to consider more
than just their shareholders and
employees
• Regulatory bodies such as
Governments, the EU and global
regulation such as international trade
and WHO, have an affect on business
practices
• Legislation and regulation has an affect
on a variety of areas...
50. Legal Impacts on organisations
Rules on
Health &
Safety
Working
Hours
Maternity
&
Paternity
rights
Data
Protection
52. Demographic trends
population growth
rate,
birth control
regulations and
incentives,
age distribution
(ageing of societies
can
change demand),
life expectancy rate,
sex distribution
(differences between
number of men and
women in society),
average family size
and family structure,
relative influence of
minorities in society,
immigration rate,
emigration rate,
social diversity (of
income, education,
race, gender, etc.),
54. Technology
CIPD report into technological trends recommended the following for the HR
profession. We should:
• address digital skills gaps and develop skills in people analytics and data
interpretation
• lead on managing resistance by engaging with our people throughout digital
change programmes and fostering a digital readiness culture
• challenge other business areas to consider the impact of digital transformation
on people and their work.
• address ethical considerations when handling data and implementing new
technology and digital programmes.
• build our in-house reputations as teams with business acumen and a
credible business partner that works collaboratively and asks the right
people questions.
55. Competitive context
With more and more sources of
information available, being able
to effectively process and analyse
information is crucial for an
organisation’s success.
Who are your competitors?
56. Porter’s Five Forces
Michael Porter developed a
framework known as the
‘Five Forces’ or ‘Porter’s Five
Forces’ to determine the
competitive intensity of an
industry
Competitive
rivalry
Threat of
new entry
Buyer
power
Threat of
substitution
Supplier
power
57. Organisational priorities
57
Reactor
Little consideration of
environment; drift with
little concern for strategy
Prospector
Stress innovation and
growth; seek new
opportunities
Analyser
Stress maintenance of
status quo with moderate
innovation and growth
Defender
Stress stability,
conservatism, and
maintenance of status quo
Dynamic, growing
environment
Characterised by high
uncertainty and risk
Moderately stable
environment with some
uncertainty and risk
Very stable environment
with little uncertainty and
risk
59. Learning Outcome 1
Understand the connections between organisational structure, strategy
and the business operating environment.
1.4 Assess current organizational priorities and the associated issues and
causes.
60. Current business priorities
• Financial constraints
• Restructuring and reorganisation
• Skill and labour shortages
• Seasonal factors
• Technological developments
• Remote working
• Furloughing
• Shift to new products and customer bases
61. Current priorities & issues
• What are some of the issues
that might occur in some
sectors but not others?
• How can HR change its
approach to support
organisational needs?
62. Specific financial issues
• Employment costs; wages and equal pay
• Inflation & Price stability affects customer
spending
• Balance of payments deficit/surplus
• Taxation and spending; disposable income
for customers
• Interest and exchange rates; imports and
exports
• Economic growth or decline; post covid
63. Example: ageing workforce
• What are the pros and
cons of ageing
populations and
workforces?
• What opportunities
does it give us?
• What are the
disadvantages?
64. Labour shortages
• Are you prepared for an older worker profile and delayed retirement?
• Have you considered introducing part time positions and dual jobbing?
• Are you aware of the workforce skills that you will need in the future?
• Are you prepared to train your workforce to gain those skills?
• Are your plans for succession planning sufficient for future labour turnover?
• Will you face difficulties with recruitment and retention in the near future?
• Have you considered new/alternative sources of labour?
• Have you considered growth through productivity gain rather than employment
gain?
• How will the local factors affect your business?
65. Post-session work
Task 3: Selecting an
organisational
structure
Task 4: PESTLE
analysis
Task 5: Trends
affecting our work
Task 6: Sharing
ideas on
technological
trends