Solution
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Summarise the current internal organisational context in terms of key influences on business strategy, and measures of organisational performance. Include consideration of 1. Organisation type 2. Organisation elements (structures, processes and systems) 3. External influences (STEEPLE factors) 4. Performance measures. (AC1.2) (approx 400 words)
Organisation Type
As noted in CIPD (2019), the organization type is critical in establishing what makes an organization successful, the HR’s capability of influencing the activities and shaping the outcomes of services delivery. The different types of organisations is as shown in figure 1;
Figure 1: Types of Organisations and influence on strategy and measures of organization performance
As illustrated in figure 1, an organization type represents a critical driver on the strategy of a business and measures set in place for evaluating an organization performance. For example, the different types determine the extent in which their management are involved, supervision and control of resources as critical determinant of the success of an organization strategy.
Organisational Elements (Structures, Process, and Systems)
In the contemporary internal business environment, set business strategy and organizational performance measures represent multidirectional aspects. According to CIPD (2020), an organization elements can be categorized into the hard elements (structures, frameworks, systems, policies and metrics) and soft elements (culture, capability, values, behaviours and relationships). In this case, as a consequence of these elements, it is important to adopt different performance measures to be able to establish the entire success or failure. For instance, for the hard elements, the hierarchy of command and policies development must be put in place to ensure that all roles are effectively managed and controlled. This can be inclusive of learning and growth strategies for promoting innovativeness and gaining an increased appreciation of the changes in the external environment. For the soft elements, they determine the level in which new strategies are established to add the value for an organization consistent engagement to increase all stakeholder’s involvement in an organization operation. In such a phenomenon, performance would be an attribute of the structure followed, process set and entire systems.
External Influences (STEEPLE Factors)
STEEPLE factors are used to evaluate the social, technological, environmental, legal and ethical factors (PESTLE, Analysis 2015). The outcomes of the analysis offer appropriate insights on business strategy and operations put in place. Social factor includes an evaluation of the technology issues and technology influencing extent of modern business operation while economic establish economic growth and inflation and an organization strategy and performance. Environment identifies the changes climate with political factors including the intervention of government and policies. Ethics establish best practice in abiding to high level moral and behavioural practices.
Measures of an Organisatinal Performance
Performance measurement is used to identify the current positioning of an organization both financially and market dominance. This dictate the level of stakeholder’s readiness to support an organization operation. According to Karanikas (2016), in measurement of the organization performance, the measures used include total quality management and performance appraisal tools. Additionally, ration analysis can be used in comparing financial statements and their interpretations.
- Summarise the historical and theoretical perspectives of organisation design, and give a brief explanation and comparison of two organisation design models. (AC1.1) (approx 400 words)
Historical and Theoretical Perspectives
According to CIPD (2019), organization design is a critical segment of what makes an organization successful, the HR’s capacity of influencing the activities and shaping the outcomes. This is a critical role of being an effective practitioner. According to Magalhães and Proper (2017), organization design has been in existence since the 19th century industrial revolution. The history of the organization design can be linked with the organization theory and an increased efficiency (see figure 2).
Figure 2: Brief History of Organisation Design
Further, in regard to the theoretical perspective that characterize the use of organization design is the Weber Bureaucratic model (Ang, 2017) which include a hierarchical structuring of an entity. This is further developed by Foss and Weber (2016) to the M-form, u-form and matrix form describing on the distinct practices where an entity is structured appropriately in their functions and managed centrally. Further, the mechanistic and organic form is a representative of the primary approaches where an entity id designed effectively.
Explanation and Comparison of Organisation Design Models
According to Center of organization design (2020), the organization design models are informed by the view that the process is a stepwise methodology identifying the dysfunctional aspects of work-flow, procedures, structures and systems.
McKinsey 7-S Model
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