: Value and Contribution to Organisational Success

36 HR: Value and
contribution to
organisational success
1

Contents
INTRODUCTION...........................................................................................................................2
MAIN BODY...................................................................................................................................2
TASK 1............................................................................................................................................2
P1 Significance of organisational design theory in relation to organisational structure and
fulfilment of organisational strategy......................................................................................2
M1 Application of suitable theories and concepts to critically evaluate importance of
organisational design..............................................................................................................3
TASK 2............................................................................................................................................4
P2 Analysis of different approaches and techniques used for attracting, developing and
rewarding human resources....................................................................................................4
M2 Usage of particular examples to analyse motivation, human capital and knowledge
management techniques..........................................................................................................5
D1 Suitable recommendations with justifications on the basis of knowledge synthesis.......6
TASK 3............................................................................................................................................6
P3 Usage of contemporary knowledge to support evidence for emerging HR development 6
M4 Evaluation of impact of emerging HR development on role of HR in future..................7
D2 Judgements and conclusion on the basis of synthesis of knowledge...............................7
TASK 4............................................................................................................................................8
P4 Ways in which organisation design has to adapt and respond to change management and
the relationship between organisational design and change management.............................8
M4 Evaluation of different types of changes which impact on organisational design including
transformational and psychological change...........................................................................8
D3 Critical evacuation of the complex relationship between organisational design and change
management............................................................................................................................9
CONCUSION................................................................................................................................10
REFRENCES.................................................................................................................................11
2

INTRODUCTION
Organisational design of a business firms influences the daily activities conducted at a
company and plays a critical role in deciding success or failure of a business firm. The present
report is based on the American chemical manufacturing company DuPont which was
established in the year 1802 and has expanded to 40 countries. The company is leading chemical
manufacturer in America and is responsible for developing various innovative materials such as
Teflon, Mylar, Dacron and Lycra. The present report focuses on the organisational design of
DuPont. The importance of organisational design in context of organisational structure is
provided in this report. Approaches of attracting, developing and retaining skilled labour is
analysed in this report in context of DuPont. Emerging HR developments are described in this
report and the impact of these developments on or role of HR is evaluated. Response of
organisational design to change management is mentioned in this report along with critical
evaluation of change management and organisational design.
MAIN BODY
TASK 1
P1 Importance of organisational design theory in connection to organisational structure and
fulfilment of organisational strategy
The fundamental premise of organisational design theory is that the organisational design
is important factor in deciding success of business firm as it impacts the organisational output.
Performance of a business firm is impacted by organisational design as it specifies and regulates
the ways in which employees and teams work in the organisation (Barnard, 2020). In context of
DuPont organisational design of the company contributes to the high performing employees of
the firm and decides the success of the company.
Organisational structure determines the way of completing certain activities and the
information flow in the company. The business activities which are impacted by organisational
structure of the company include regulations imposed by the company and roles and
responsibilities of the employees. The reporting structure of a company is directly shaped by the
organisational structure of the company (Fenech, Baguant and Ivanov, 2019). In case of the
American chemical manufacturer DuPont, the company has adopted decentralised organisational
3

structure under which employees are divided into department on the basis of their function such
as decision making, management, sales team, support team or research and management. This
type of organisational structure is defined as functional organisational structure. The functional
organisation structure enables the company to build specialisation in employees and enhance
managerial efficiency of the company. The importance of organisational design theory for
DuPont in context of organisational structure is provided below:
Matrix organisational structure
The matrix organisational structure is formed with dual supervision on employees.
Organisational design of the company changes as employees work with different departments
which have different functions and are supervised by more than one manager (Gloss, 2019). This
type of organisational structure is beneficial as it increases job security and internal
communication in the company. In addition to this productivity and flexibility of the company
also increases. In context of DuPont the adoption of this type of organisational design is essential
as it helps in completion of daily tasks with maximum expertise and coordination. This enhances
the performance of the company and assists in timely attainment of organisational goals.
Divisional organisational structure
The divisional organisational structure is defined as the type of business firm which
groups employees on the basis the geographical location. The adoption of this organisational
structure is beneficial for DuPont as business firms are able to concentrate the main area of
expertise in relation to every division. This assists business firms to encourage construction of
unique products and enhances utilisation expertise firm other business firms and develops high
level of coordination. In addition to this, divisional organisational structure decision making
process is given to hierarchies at th elower end of the firm to ensure hat every decision is
uniquely made.
M1 Applying suitable conception and constructs for critical evaluation of value of organisational
design
Organisational design decides the business regulations and shapes in which employees
work in a business firm. This affects business performance and depicts the importance of
organisational design (Haghighi, Bijani and Parhizkar, 2019). DuPont has adopted functional
organisational structure which has de centralised organisational design. The benefit of utilisation
of this organisational structure is that it minuses duplication efforts and enhances managerial
4