Learning outcome 1

Evaluate the importance of organisational design to the delivery of sustainable performance

Organisational design (OD):

• Organisational Design as an historical concept.
• What is contemporary OD all about? Designing organisations to meet strategic aims. Considering the impact of the external business environment on OD.

Sustainable performance: 

• Understanding that an organisation must be designed and structured in such a way that delivering sustainable short and long-term objectives is achievable.
• OD as part of a process where sustainability is a key factor of, and to, the process.

Agile organisations: 

• What are the characteristics of an agile organisation? 
• How are these implemented giving consideration to the existing people, processes and culture?

OD theories and models: 

• This could include change theory, McKinsey's 7S model, typologies of change and transformation/transactional OD.

Learning outcome 2

Analyse the requirement to develop motivated, knowledgeable and experienced individuals and teams

Motivation and motivation theory:

• Intrinsic and extrinsic motivation.
• Content versus Process motivational theories.
• How motivation can be harnessed to support competitive advantage.
• Issues associated with low levels of motivation.

Human capital theory: 

• Human capital as a concept which relates to the value of knowledge, habits and attributes which people have. 
• How can human capital be developed to support organisational growth?

Knowledge management: 

• As a concept and process where levels of knowledge in an organisation is captured and developed to achieve organisational objectives. 
• Using job analysis to identify the requirements of a job and to benchmark the required level of human capital required to meet aims and objectives.

Learning outcome 3

Apply contemporary knowledge and research to support emerging HR developments

Developing knowledge through research: 

• Use of effective research skills to explore contemporary research based on emerging HR developments. These are contextual to a country/region but an understanding of how these are linked in a global environment should be considered.

The future for HR as a function and process: 

• How will the HR function evolve given advances in technology that have influenced workforce behaviour and culture, HR practices and skills requirements? 
• The increased demand for a better work-life balance. 
• The impact of cross-cultural engagement within organisations and the impact of globalisation.

Contemporary HR challenges: 

• Current external and internal factors which present challenges and barriers to effective Human Resources Management. 
• Forecasting potential challenges and barriers.

The non-HR manager:

• How are non- HR managers supported by the HR function? How is the HR function key to effective and legal management of all employees?

Learning outcome 4

Evaluate the relationship between organisational design and change management

The changing environment: 

• How does this impact on organisations to adapt? 
• Do they take an incremental or radical approach? The decision will determine how the organisation is designed and managed.

Change management: 

• Change management theories and theorists such as Lewin, Kotter, transformational change or the psychology of change. 
• Consider effective change management within legal and ethical constraints.

Barriers to change: 

• Considering these at the organisational and individual level where it is accepted that people are the biggest barriers. Self-efficacy perceptions and the relationship to organisational change.

Overcoming barriers to change:

• Through communication, employee involvement, organisational re-design and/or preparing employees for change.