power pint persentation-task2

AC2.1 – interpret theories and models which examine organisational and human behaviour

For AC 2.1, you are required to interpret theories and models which examine organisational and human behaviour. This is the start of task 2 and the presentation pack. In this section, you need to provide an “explanation of the interpretation”. So this means to translate information into recognisable form. You’ll need to convey your understanding to others (e.g. in terms of performance) and you need to explain the meaning of this to someone. Therefore, ensure you put brief words on the presentation and use the notes pages to write your answer. You could write about two different approaches/theories/models. So you could talk about the model of organisational and human behaviour, you could look at the Belbin or Tuckman models, or you could look at leadership theory in terms of management styles. I would choose one model and one theory from the learning materials and then use this to illustrate the factors that can influence how individuals, groups and teams contribute to organisational success. Therefore, if you discuss Belbin, you can discuss the team roles in the model and how it can be used to examine human behaviour. For example, you could discuss the Chairman role, and how this role can improve or hinder individual and team progress. So, the Chairperson could be bossy and therefore upset others in the team, hindering progress, or they could oversee the task and then ensure it is completed on time. You could discuss a number of different roles from this model to support your answer, and include real examples from your own organisation or those from task 1. If you have decided to look at leadership theory and autocratic style, you could provide examples from organisations you are familiar with, or those you have discussed in task 1. You could look at how these styles impact on individuals, groups and teams in terms of achievement of tasks and organisational success. You will see the slide identifies how you can move between the different grade bands in terms of Low Pass, Pass and High Pass. Hopefully this provides clarification in terms of how you interpret theories and models which examine organisational and human behaviour.

AC2.2 – Evaluate the drivers for change and the basic models for how these changes are experienced

In this section you need to provide an evaluation. This is defined as a judgement as to the drivers and models for change, and how models of change impact people’s experiences. Therefore, I would recommend you split this into three clear sections – one identifying the drivers for change, one identifying the models of change (at least two models) and one identifying models of how people experience change – so looking at Kubler-Ross or the Coping cycle. You should find some of this covered in week 3. You should include an evaluation of the drivers for change, looking at identifying at least two different drivers for change. Then you’ll want to make an evaluation based on these. So you could look at external driver for change such as Covid-19, or internal driver for change like the introduction of an automated HR self-service system. You should then move into the second section, which evaluates two models of change management (looking at Lewin and Kotter for example). You should introduce and discuss each of these different models and how they can be used in practice. You should provide an overall evaluation as to the effectiveness of these models to change activities. So if you were going to look at Lewin, how effective is that model in introducing robots to the production line of a manufacturing workforce. Finally, you should evaluate at least two different ways that people might experience change. So you could discuss the Kubler-Ross model, and the five stages of grief, in terms of denying the change or finally accepting it. You will evaluate how effective this model is in explaining how people might experience change. You should repeat this for a second model, e.g. the copying cycle and the five stages an individual would display in respect to change ( so for example, denial, defence, discarding, adaption and internationalisation) and remember that the focus is on the evaluation. So we’re looking at the effectiveness of these models, with specific examples associated with how people might experience change. You will see the slide identifies how you can move between the different grade bands in terms of Low Pass, Pass and High Pass. Hopefully this provides clarification in terms of how you evaluate the drivers for change and the basic models for how these changes are experienced.

AC2.3 – Explain how to build diversity and inclusion into your work in order to build a positive culture

Welcome to the assessment video guidance for AC2.3 – explain how to build diversity and inclusion into your work in order to build a positive culture. In this section you need to provide an explanation. In other words, you’ll need to make something clear to someone else and to give a reason for something that will enable them to understand better. Have a look at week 4 which can help you to complete this task. I would recommend you split this into two sections. The first one can explain the steps that an organisation can take to increase diversity and inclusion. The second section can focus on the implications for a positive and inclusive culture that does not take these steps. Remember to focus this on the organisation you introduced at the start of the assessment. You will need to provide examples to support your answer. You could start with a definition of diversity and inclusion, or provide links to the relevant legislation. However do not just list the legislation without applying it to the answer. You should explain, with examples, the steps that an organisation can take to increase diversity and inclusion such as through fair recruitment practices or mentoring programmes. You could look at employee engagement or learning voice, and you should link this to how these can be used to build a positive culture. You could look at models of culture (such as Handy) or culture typologies. Remember to include examples from your chosen organisation that you identified earlier throughout Task 1. You should explain the implications of an organisation with a positive and inclusive culture not following these steps. Think about the impact of no diversity and inclusion within culture, e.g. negative reviews on Glassdoor for unfair recruitment practices or legal claims for failing to recruit diverse workforce. You will see the slide identifies how you can move between the different grade bands in terms of Low Pass, Pass and High Pass. Hopefully this provides clarification in terms of how you “explain how to build diversity and inclusion into your work in order to build a positive culture”.

AC2.4 – Assess how people practices impact on organisational culture and behaviour

In this section you need to provide an assessment. In other words, you must examine content and decide whether it meets a pre-determined criteria. You would give your opinion based on the facts and information you have been provided with. You can also write an assessment focusing on the benefits and drawbacks. Therefore, I would recommend you split this into two sections. One assessing the positive ways in which people practices can affect organisational culture and behaviours, and a second section, which can assess the negative ways in which people practices can affect organisation culture and behaviours. Remember you need to focus this on examples from your own experience (or the organisations you talked about in Task 1) and current good practice concepts. You could discuss potential impacts in terms of relating this to the positive and negative ways that people practices impact individual’s beliefs and values, or you could look at the impact on an individual level, such as through motivation and reward. You could discuss work-life balance practice and how this positively and negatively impacts levels of individual performance or culture and behaviours. You should be providing examples from your own experience. To achieve the higher marks here, you would apply this to the case organisation (the one from Task 1 in the report). Remember, you’ve got to provide evidence of wider reading and research to get those higher marks. So if you are going to discuss motivation and HR practices then use CIPD factsheets or academic articles to support your own examples. You will see the slide identifies how you can move between the different grade bands in terms of Low Pass, Pass and High Pass. Hopefully this provides clarification in terms of how you “assess how people practices impact on organisational culture.

AC2.5 – Assess the importance of well-being at work and the different factors which impact wellbeing.

In this section you need to provide an assessment. That is to say, you will examine content and decide whether it meets pre-determined criteria. You would give your opinion based on the facts and information you have been provided with. You will also write an assessment focusing on the benefits and drawbacks. Therefore, I would recommend you split this into two sections. In the first, you can assess the importance of wellbeing in the workplace. In the second section, assess and identify the different factors which affect wellbeing, impacting physically and psychologically upon relationships, health, commitment and performance. You should be able to use some of week 4 to help you here. In the first section, where you assess the importance of wellbeing in the workplace, you could consider how wellbeing relates to motivation or job satisfaction. It would be good to see links to the psychological contract in this section. There is a good CIPD factsheet about the psychological contract if you wanted to read more about this, but it is important as it influences how individual employees behave day-to-day, and their commitment. You could discuss some of the consequences of poor practices, in terms of reduced absence or impoverished relationships leading to stress and conflict. In the second section you should assess and identify some of the different factors which impact wellbeing, e.g. manager support, training and development, motivation and reward. You should assess how these factors impact wellbeing (for example, leading to reduced absences). You should provide examples from your own or chosen organisation to support your answer. For the highest marks you need to apply your examples well to the chosen organisation. You will see the slide identifies how you can move between the different grade bands in terms of Low Pass, Pass and High Pass. Hopefully this provides clarification in terms of how you assess the importance of well-being at work and the different factors which impact wellbeing.

AC3.1 -Critically evaluate the relationship between the employee life cycle and your work

In this section you need to provide a critical evaluation. You will provide a strong and critical judgement as to the importance, value or amount of something, by using evidence, information and knowledge. You need to include a recommendation based on the information you have found. Therefore, I would recommend you start with a definition and introduction to the concepts and principles of the employee lifecycle. You can use some of the information from Week 5 to help you here. You should discuss each of the eight different stages of the model: attraction, recruitment, onboarding, development, retention/engagement, promotion/succession planning, exit and post-employment connections, and you should provide examples from your own experience of work and a people practice professional to support your discussion. For example, you could discuss the attraction stage of the employee life-cycle model and then provide examples of policies and procedures from your own organisation to support your discussion, in relation to these HR practices. For example, there is emphasis at the moment from the CIPD that all job adverts offer flexible-working from day one as a method of attracting talent. You then need to provide an overall critical evaluation based on the research you have carried out, providing strong discussion as to the effectiveness of the relationship between the employee life-cycle and your work. Remember, you need to include some good examples, and apply these to one of the case organisations you identified in task 1 to help you here. You are encouraged to provide evidence of wider reading and research to inform your answer. You will see the slide identifies how you can move between the different grade bands in terms of Low Pass, Pass and High Pass. Hopefully this provides clarification in terms of how you “critically evaluate the relationship between the employee life-cycle and your work”.

AC3.2 – Assess how people practices connect with other areas of the organisation and support wider people and organisational strategies.

In this section you need to provide an assessment. In other words, you will remember the benefits and drawbacks of people practices, and how they connect with other areas of the organisation and support the wider people and organisational strategies. Therefore, I would recommend you split this into two specific sections. The first assessing how people practices help the organisation to deliver its strategy (e.g. through recruiting the right people or developing HR policies that are aligned). The second section should focus on how people practices support the operations of departments (e.g. through HRBPs offering support to line managers or through recruiting staff). For example, if the organisational strategy is to develop managers then the L&D strategy should be to provide this training internally/externally or through outsourcing. You need to discuss the benefits/drawbacks of these people practices in terms of supporting wider people and organisational strategies in these areas. Remember to include examples form your own organisation or the one you introduced in task 1. You will see the slide identifies how you can move between the different grade bands in terms of Low Pass, Pass and High Pass. Hopefully this provides clarification in terms of how you assess how people practices connect with other areas of an organisation and support wider people and organisational strategies.

AC3.4 – Discuss processes for consulting and engaging with internal customers to understand their needs.

In this section you need to provide a discussion. So you’ll talk about a subject, while providing your own ideas and opinions on the subject matter. Therefore, I would recommend you split this into two specific sections. The first section can focus on approach one and the second section can focus on approach two. You could discuss as approach one stakeholder analysis, in relation to consulting and engaging with internal customers, to allow you to understand their needs. A second approach could be through consultation and communication processes. For example, you could discuss the Friedman and Miles ladder of stakeholder management and engagement. You can use some of the materials in week 6 to support your discussion. The first section should discuss the approach in terms of stakeholder analysis. So introduce what this is and provide a definition/reference to support your discussion. Discuss how it can be used to identify and engage with different internal stakeholders (e.g. line managers) to identify their people practice needs. Remember to include examples and evidence of wider reading and research to support your discussion. Approach two can focus on consultation and communication processes and you might want to look at Friedman and Miles ladder of stakeholder management and engagement. Consider how this can be used to identify and then communicate with different stakeholders depending on their needs or based on their importance. You will see the slide identifies how you can move between the different grade bands in terms of Low Pass, Pass and High Pass. Hopefully this provides clarification in terms of how you discuss processes for consulting and engaging with internal customers to understand their needs.

AC3.5 – Explain the key components of planning strategies designed to ensure projects are delivered in line with customer requirements

In this section, you need to provide an explanation. So you’ll need to make something clear to someone else, and give a reason for something that will enable that person to understand better. Therefore, I would recommend you approach this in terms of explaining the different stages of project planning. So for example, conception, development, realisation and termination. You could provide examples of each of the different stages, through setting goals or identifying the resources and support this with academic references or the materials from Week 6 to support your discussion. Then you should work through each of the four different stages, explaining the concepts with examples and linking this to at least one project you have been involved with. So if you have been involved in a project to introduce AI to the recruitment process then you could use this as an example to support your discussion of each of the different stages. You need to align this to customer requirements – for example, how do each of these stages link to customer requirements and ensure that projects are delivered on time and in line with project specification. You should start by discussing the concept of the project. So for example, the idea initiation, development (the project plan), realisation (execution), monitoring and control of the project (reporting issues, progress and checking the business case to ensure that the project will be delivered on time and the expected benefits are still valid). Finally, you should talk about how the project will be terminated and closed down properly by getting the customer’s agreement that the project has finished. The project manager should review the project – was it good or not so good? – so successes can be repeated and failures avoided. The focus is to explain these key components with your own experience and examples. You will see the slide identifies how you can move between the different grade bands in terms of Low Pass, Pass and High Pass. Hopefully this provides clarification in terms of how you explain the key components of planning strategies designed to ensure projects are delivered in line with customer requirements.

 

• – powe point slides with at least 250 words in speaking note to answer the questions. 
• – You can put visual images/key points in the actual slide and use the notes section underneath as your answer to each response. 
• – intext citation for each slide and speaking note.