Question:
Your task (2,250 words)
To be most effective, L&D practitioners need to understand the organisations they work for and with. To demonstrate your understanding of organisations and the role of L&D within them, prepare a presentation (slides with related notes pages) which explain the points below:
Note: you are not required to deliver the presentation, for this assessment.
- at least two different reasons why organisations are established and different ways of categorising them (e.g. private/public, large/small, etc) (AC 1.1)
- different ways organisations are structured and reasons for this (AC 1.2)
- external factors which can impact on how organisations operate, and how these can be analysed (illustrating the point with a completed example of an analysis tool, such as PESTLE which can be attached as an appendix) (AC 1.3)
- different ways L&D services can be arranged within organisations, or accessed externally by them, and the factors which affect this (AC 2.1 and 2.2)
- at least three services provided by L&D and the typical customers of these (AC 3.1)
- a summary of how L&D can support the achievement of organisational objectives. (AC 3.2)
Key Learning Summary and Development Plan (AC 3.1 BEP)
This will be your first key learning summary, as you progress through the qualification, you should identify potential improvements and further development needs and action to meet them.
You will be required to reflect on any learning from your assessment and wider study of the unit, your work on your assignment (including attendance at the workshop), and the progress of your development plan objectives. You should then allocate appropriate time to complete the Key Learning Summary reflection.
You should also identify any learning points for the future and add to your Development Plan accordingly and also give small updates on any on-going objectives in the right-hand column, (using a different font colour or other visual indicator that links with your KLS colour).
You should submit your Key Learning Summary and Development Plan as a separate document on Moodle with your submitted assessment by the assessment deadline date.
Activity 3.1 (BEP) will not be signed off as completed until the end of your programme of study, however your assessor and trainer will give you feedback throughout for you to make changes if necessary.
Throughout the assessment, you should refer to best practice and relevant legislation where appropriate, and include reference to appropriate literature sources to demonstrate your wider reading. Demonstrating evidence of wider reading through appropriate referencing will improve your answer and increase the likelihood of your work achieving a ‘Pass’.
Submission checklist
- Assignment Cover Sheet
- Slides and Notes (underneath the slides) totalling to 2,250 words
- Updated Development Plan and Key Learning Summary
- References/Bibliography
Solution/Answer:
Slide 1
Adopting the definition of Abratt and Kleyn (2012), an organisation is an entity comprised of multiple individuals including institutions or an association with an intention of attaining a specific purpose. In tis case, they are directed towards an attainment of collective goals with distinct functions actively coordinated. Taking this into account, some of the reasons the organisations existing include; •Working collaboratively for increased achievements- Organisations comprise a group of individuals working together hence a sum of achievements distinctly and progressively. According to Kanter (2009), an organisation is characterised by an administrative, functional, divisional and matrix structures all demonstrating the capacity of a collaborative operations. •Synergy- An organisation synergy is improved by two or more individuals or businesses coming together to integrate their efforts. This leads to an improved achievements as opposed to individual practice. As noted by Tadi and Juri (2012) synergy ensures a team is stronger, effectiveness improved leading to a healthy and prosperous relationship in their operations. Synergy should be adopted as a goal to be attained as a critical role. •Sharing Skills and Knowledge-in an organisation, there are multiple individuals possessing diverse skills and knowledge. Their interactions leads to active sharing of the skills and knowledge. From the top administrative management to the lower levels employees, there different skills and knowledge are shared holistically to positive gain of an organisation.
Slide 2
In any organisation, a structure is critical as it establishes the flow of power and information in an entity. As noted by Kanter (2009) , there does not exist any appropriate organizational structure with all the model struggles sourcing a balance between decentralization and decision making. This is done to the people closest to the issues faced by an organisation, centralization issues and the need of maintaining the company activities elaborately aligned to the already set goals and objectives. •Functional- Leadership and the flow of information by major functions of the company divided. As noted by Morgeson et al. (2010), this can be scaled easily with all functions being specialized. •Divisional- This include grouping of different divisions of a company collaboratively. It often follows the product lines. Despite product lines being in existence, they leads to duplication of resources. •Geographic- There are different geographic regions which are autonomous and decision making is done in different geographic areas or regions. In this case, they ends up offering distinct units which are unique in their geographic area despite being decentralized. •Matrixed- This is a combination of the functional and divisional structures. In this structure, an employee can have several supervisors and product divisions being involved. This include an increased number of decision makers informed and involved actively ( Kanter, 2009). •Flat: This is a strategic structure inclusive of decentralization and provision of a broader control to individual professionals. As noted by Huang et al. (2011), this is a very responsive by changing market conditions despite the chain of leadership being hard to ascertain successfully…………………………………………………………………………………………………………………….Please contact our team to receive support, guidance and tutorial services on this assessment in full based on your organisation background, experience and any other instruction
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