[Students are required to explain Organizational Design as a historical concept. Learners need to define contemporary Organizational Development and to design organization using appropriate theories to meet strategic aims.]
[In this section learners need to use motivation and motivation theory: intrinsic and extrinsic motivation, content versus process motivational theories. How motivation can be harnessed to support competitive advantage and issues associated with low levels of motivation]
[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?
[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.]
[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]
[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.]
[Current external and internal factors which present challenges and barriers to effective Human Resources Management. Forecasting potential challenges and barriers.]
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 theories and theorists such as Lewin, Kotter, transformational change or the psychology of change. Consider effective change management within legal and ethical constraints.]
[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. Through communication, employee involvements, organisational re-design and/or preparing employees for change.]
HAYES, J. (2014) The Theory and Practice of Change Management. 4th Ed. London: Palgrave Macmillan.
LEWIS, L. K. (2011) Organizational Change: Creating Change Through Strategic Communication. Chichester: Wiley-Blackwell.
MEE-YAN, C-J. and HOLBECHE, L. (2015) Organizational Development: A Practitioner's Guide for OD and HR. London: Kogan Page.
STANFORD, N. (2013) Organization Design: Engaging with Change. 2nd Ed. London: Routledge.
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