Task Two Presentation Pack: Organizational Performance and Culture in Practice
Task Two Presentation Pack: Organizational Performance and Culture in Practice
• When implementing a functional or management change, it is accepted differently. This is mainly based on
how the change will impact the employee delivery and work environment.
• Kubler-Ross change model identifies denial, anger, Bargain, depression and acceptance as the main reaction
of employee toward change.
• The reaction is mainly based on how the change will impact the employee, and the level of involvement
during planning phase for the change.
• Involving employee during the planning phase would normally increase chance of acceptance, and all
bargains can be raised early for consideration.
• For swift transition, management should support employees in understanding, accepting and implementing
the new changes.
• Kubler-Ross change model helps understand the best way to improve change acceptance in an organization.
AC2.3 Steps in establishing a diverse and inclusive culture
• Boost productivity
• Improve collaboration.
• Improves growth mindset.
• Improve employee morale.
• Increase creativity and employee health behaviors.
AC 3.1 Employee lifecycle and work
• From the moment an employee is recruited to separation, activities that happen in-between
affect chances of retention.
• Understanding the phases would help improve retention chance, and a good employer-
employee relationship.
• This would also help build a good working environment. Managers should understand the
journey to help an employee get through the phases.
The main stages of employee lifecycle are;
• Attraction – creating a good brand so that potential employee would dream of working in the
company.
• Recruitment – Based on open position, organization seek to recruit best talent for the job.
• Onboarding – Getting the employee familiar with job expectation and resources.
• Development – Working to improve employee skills through training.
• Retention – Strategies to ensure the employee is retained by the company. E.g. rewarding them.
• Separation – Employee leave the job. Either due to retirement or resignation.
AC 3.2 Strategies people practice and other organizational functions
• Identify project stakeholders, their interest and how they impact the
project.
• Understanding stakeholders and investors help develop project plan and
asses the risk involved and get their help in unblocking the problems
(Brugha and Varvasovszky, 2000, pp239).
• Project stakeholders include investors, staffs, customers, partners and
consultants.
Power interest matrix
• High power, high interest stakeholders
• High power, low interest
• Low power, high interest
• Low power, low interest
AC 3.5 key components of project planning strategies
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• Brugha, R. and Varvasovszky, Z., 2000. Stakeholder analysis: a review. Health policy and planning, 15(3), pp.239-246.
• Martin, G.C., 2014. The effects of cultural diversity in the workplace. Journal of diversity management (JDM), 9(2), pp.89-
92.
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Nonprofit Management and Leadership, 18(4), pp.485-496.
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<https://www.pepsico.com/about/diversity-and-engagement> [Accessed 11 July 2021].
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