Task Two Presentation pack
an explanation of the principles of different approaches, theories and models of organisational and human behaviour that illustrate the factors that can influence how individuals, groups and teams contribute to organisational success. (AC 2.1)
an identification of the main drivers of change in organisations, and using at least two established models, an explanation of how people might experience change (AC 2.2)
an explanation of the steps that can be taken to increase diversity and inclusion in your work, and the implications for a positive and inclusive culture of not taking these steps (AC 2.3)
using examples from your experience and current good practice concepts, an explanation of the positive and negative ways in which people practices can affect organisational culture and behaviours. (AC 2.4)
an assessment of the importance of wellbeing in the workplace and identification of the different factors affecting wellbeing that can impact physically and psychologically and upon relationships, affecting health, commitment and performance. (AC 2.5)
a critical evaluation of your experience of work and how this illustrates and supports the concept and principles of employee lifecycle (AC 3.1)
explains both the strategic and operational links and support between people practice and other organisational functions. (AC 3.2)
explores the principles of different approaches for engaging with internal customers to establish their needs (AC 3.4)
explains the key components of project planning strategies that can be used for ensuring projects are delivered in line with customer requirements. (AC 3.5)
Solution
Slide 1
Welcome to this formal strategic management planning meeting
Participation on this planning meeting to the end will facilitate you with appropriate skills and knowledge to be able to establish an appropriate organisation culture and workplace behaviours. This is with successful attainment of business goals and set objectives.
Slide 2
2.1 Approaches, Theories and Models of Organisational and Human Behaviours
- Organisational and human behaviours identify people interactions in groups for efficient and effective practice
- Different theories and models can be used
- Selected approaches include HR, productivity and Systems Approach
- Human and organisation behaviours theories based on their effectiveness has also been evaluated
Notes
According to Economic discussion (2021), organisational behaviour is linked to people, people groups collaboratively working as teams. Considering the CIPD HR Professional Map, being a core knowledge CIPD (2021), it is identified as appreciation and influence of organisational systems and human behaviour as core to establishment of positive culture and healthy work environment.
Human Behaviour Theory– This is broadly used and inform the conditioning of people professionals in executing their roles. Examples include Belbin team theory and Tuckman theory for collaboration and team roles.
Motivation Theories– These guide the best practice in attaining specific outcomes or expectations by staff through motivation appropriately. Motivation theories entail Hertzberg and the Maslow theories influencing people professionals success.
Organisational Behaviour Theory– For employees success in their roles, it is relevant aligning various elements of organisation systems for maximising organisation performance. A case example is the classical leadership and systems theory use.
Slide 3
2.1 Application of the Theories and Models
- The theories and models are applicable to explain factors influence on;
oIndividuals
oGroups
oTeams
- They are influenced in terms of contributing to organisation success
- The organisations and human behaviours are unique and associated with organisation strategies
Notes
Tuckman Theory
Individuals– This ensures individuals roles are clearly stipulated from start to the end. The management and administration plays a core role in the process (Pfutzenreuter et al., 2020). A case example is where working in SABIC, I was tasked with Employee resourcing Program (ERP) system implementation. For all individuals involved, their roles were defined by use of Tuckman theory.
Groups– In a group, their roles are implemented by embracing a clear structure and guidance which accommodate all interests of players involved. In change embrace, remote working implementation in SABIC entail involvement of various members of a group with diversity to achieve success.
Teams– Working in a team demand integration of their diversity to harmonising a common culture and setting good behaviours which are anchored on successful operations. The best performers in such a team are recognised and appreciated.
Maslow Theory
Individuals– As evidenced in Maslow theory Suyono and Mudjanarko (2017), people have varying needs. These are achieved in a hierarchical manner and include self-actualisation, high self-esteem, social, safety and psychological. For SABIC organisation case study, their needs are appropriately met with excellence and efficiency.
Groups– To motivate groups, they are classified based on their roles and qualifications. The conflicting needs in a group are solved by use of total rewards and strategic rewards offered hierarchically.
Teams– The team leaders ensure they engage the most qualitied team members to operate in collaboration for set goals attainment. Maslow theory inform the team members to be prioritised first and the others.
Classical Leadership Theory
Individual- Individuals capitalise on gaining a command on their roles. The best practice includes embrace of autocratic leadership theory and model for varying roles implementation successfully.
Group- Excellence of a group ensure they follow the management expectations effectively. Through an implementation of diverse roles in the group, they are supported by the entire management.
Teams- To leverage on a holistic goals achievement, teams are appropriately supported and exercise full authority (Steenkamp & Ziaei, 2021). In SABIC organisation for example, flexible working strategy has been advanced through offering them with total rewards.
Slide 4
2.2 Change drivers in organisations
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