Unit 36 HR Value and Contribution to Organizational Success (GC0569)

Table of Contents

P1 Evaluate the importance of organizational design theory in the context of organizational structure and fulfilling organizational strategy, using specific organizational examples.

M1 Apply appropriate theories and concepts to critically evaluate the importance of organizational design, using specific organizational examples.

D1 (LO1 & 2) Make appropriate recommendations supported by justification based on a synthesis of knowledge and information to show how to improve the delivery of sustainable performance.

P2 Analyze the different approaches and techniques used for attracting, maintaining, developing, and rewarding human resources to create a skilled and dedicated workforce.

M2 Use specific examples to critically analyze different approaches and techniques to motivation, human capital, and knowledge management.

D1 (LO1 & 2) Make appropriate recommendations supported by justification based on a synthesis of knowledge and information to show how to improve the delivery of sustainable performance.

P3 Conduct research and use contemporary knowledge to support evidence for emerging HR developments

M3 Evaluate how emerging HR developments will affect the role of the HR function in the future.

D2 Make valid judgments and conclusions supported by a synthesis of knowledge and research information

P4 Evaluate how organizational design has to respond and adapt to change management and the relationship that exists between the two using a specific organizational situation.

M4 Evaluate the different types of changes that can affect the organizational design, including transformational and psychological change.

D3. Critically evaluate the complex relationship between organizational design and change management.

References.

P1 Evaluate the importance of organizational design theory in the context of organizational structure and fulfilling organizational strategy, using specific organizational examples

Kaleidoscope Change   Model

According to David and Buchanan (2013 the change management discusses the procedural means of managing the transformation of business technology, process, and aims. Buchanan et al. (2013) stated that the most effective modification models are the Kaleidoscope Change Model, which is used by organizations such as Marks & Spencer in the present business in the world of bringing key changes.

Diagram: Kaleidoscope Change   Model         Source: Galig (2011)

The Kaleidoscope Change model has an outer ring that is related to the highlighting of the changes setting which can allow otherwise change, as well as the use of the inner ring which can be used to alter the specialist menus. Context-based highlighting comprehension of any method for their specific setting changes the expertise of the fittingness experts. Marks & Spencer apply this model in the following ways.

Marks & Spencer (M & S) choices their design mainly basis on the design paths, starting point, styles, goals, levers, and roles (David and Buchanan, 2013).  In Marks & Spencer (M & S) the power is required for implementing the change. The amount of care ability that essential to bring change in the business (Buchanan et al., 2013). How much time a proposed change should be made is determined is most important for Marks & Spencer (M & S) for conducting their business (David and Buchanan, 2013). In Marks & Spencer (M & S), the scope is required for change of opportunity, and trade indicates its effects (David and Buchanan, 2013). Marks & Spencer (M & S) uses preservation by indicates the controlling of necessary resources, property, culture, and practice through the changed time (Buchanan et al., 2013). It refers to the difference between employees and their behaviors (David and Buchanan, 2013). Changes in dealing with power changes refer to the skills of leaders (Buchanan et al., 2013). Capacity is accessible for Marks & Spencer (M & S) to bring changes in resources for example time, human resources, and financing (Galgun, 2015). The proposed changes in preparation have been mentioned about the encouragement and business preparation of workers (David and Buchanan, 2013).

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McKinsey’s 7’S framework

Generally, McKinsey’s 7S Model can be divided into two main categories; they are solid components and soft components (Johnson et al., 2015). Hard elements, techniques, structures, and systems. Soft materials share value, skill, staff, and style. The main benefits of this model are a) the conduct of an organization to perform; B) Reorganization of institutional change; C) how good the implementations of the system of measures closes; c) examine the effect of certain changes in the impact of an organism. Marks & Spencer (M & S) apply this model in their business to gain the most advantages.

Diagram: McKinsey’s 7S Model       Source: Johnson et al. (2015)

Strategy – The competition has been designed for Marks & Spencer (M & S) to continue and develop a competitive advantage. Above all, the strategy is clearly evident, is helpful for understanding the long-term, challenging advantage, and is strengthened by strong perspectives, missions, and values (Johnson et al, 2015).

Structure – The strategy involves the planning of business departments and units and who is liable for it. On the other hand, the organizational map is important for Marks & Spencer (M & S). It is one of the greatest available and simple for changing in the basic structure of the structure (Johnson et al, 2015).

Systems –Marks & Spencer (M & S) uses the systems that are the organization’s method and actions, which show how regular business events and selections are made. Systems are the firm’s zones that work harder to complete the business, and this will be the key focus for organizers by organizational coordination (Johnson et al, 2015)……………..

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