Report on Organisational performance and culture in practice 5CO01

This report provides an in-depth analysis of organisational performance and culture, examining human behaviour through theories like the Bureaucracy theory and Behavioural management theory. It identifies key drivers of change, including customer needs, competition, and organisational structure, and discusses change management models like Lewin's and ADKAR. The report also highlights the impact of technology on workers and working practices, emphasising the importance of employee well-being and factors affecting it, such as organisational culture and work pressure. Furthermore, it explores steps to increase inclusion and diversity in the workplace and how people practices can influence organisational culture and behaviour, concluding that organisational behaviour is vital for understanding employee performance and activities. The report references several academic sources to support its findings.

5CO01 Organisational performance
and culture in practice

Table of contents
 Theories or models which examine how humans behave in organisations.
 Main drivers of change in organization
 Scale of technology and its impact on workers and working practices
 Importance of well-being at work and factors that can impact well-being
 steps to increase inclusion and diversity at work
 People practice can affect organizational culture and behaviour
 Conclusion
 References

An interpretation of two theories or models which
examine how humans behave in organisations
 By understanding the human behaviour the top-level management team can make
important decision based on organizational structure.
 By using appropriate models or theories such as custodial model, the firm can determine
impact of human behaviour on performance, profitability, motivational level,
communication system, structure of job and leadership.
Bureaucracy theory
The behavioural management theory

Main drivers of change in organization
 As we all know that each organization need change and has
some particular reason behind for the implementation of
change in the firm.
 In the current scenario, CEO of BMC wants to explore
organizational culture and provide positive culture to all
staff members by implementing change in policy that is
centralized approach.
 However, there are many employees and managers express
their feeling and says that they prefer the old way and resist
to accept immediately.
 Hence, it is said that staff members, management, structure
of the firm and resources are the major drivers of change in
the company.
Customers changing trends
Competition Technology
development
Organizational
structure
Government
policies

Continued…
 Lewin's change management model
 This model is majorly used by companies who want to make change in their organizational
structure.
 According to Lewin there are three stages one needs to take into considerations:
Unfreeze
Change
Refreeze-

Continued…
 ADKAR model
 This is the most effective model of change management for its people focused approach
Awareness , Desire
Knowledge
Ability, Reinforcement

Scale of technology and its impact on workers and
working practices
 with the help of new technology the company can grow its business operations and adapt
things related to business with ease.
 Technology is designed for scalability and the flexibility of the work as they offer the
company to achieve the future success.
Improve the way staffs work and do their jobs
• It can make them more efficient and stress free
Simplifies many functions and operations
• Enhance performance and increase level of job satisfaction

Importance of well-being at work and factors that can impact
well-being
 To be successful, it is essential to focus on well-being of employees at work. Fostering well-
being of staff members can create positive working environment and motivate staff to work
towards their goals.
 Factors:
 Organizational culture
 Financial and physical problems
 Employment and training
 Career related issues
 work pressure, overtime work and designing of work
 Competition in the company
 Conflict between employees
 personal problems
 Economic insecurity

steps to increase inclusion and diversity at work
 Diversity involves equal treatment, people management at different genders, balancing of
cultures and lifestyles etc.
 it is essential to maintain inclusion and diversity at work because it allows employees from
different cultures and experiences to work effectively with each other and share their
knowledge and skills for the betterment of performance.
 It helps employees to focus on innovative ideas, sharing knowledge and enhance practices
which is beneficial for company reputation.
 To increase diversity at work, the company must examine their composition and enhance
organizational culture.
 It is necessary to provide training and development sessions to employees working in the
company.

People practice can affect organizational culture and
behaviour
 A company culture can be managed through awareness about culture with the support of
management and leaders.
 HR professionals manage cultures by making full efforts to sustain in the industry and are
responsible to improve the culture and behaviour at workplace.
 Yes, of course employees can influence the organizational culture with its unique
behaviour, beliefs and attitudes.
 The way they communicate with each other can impact the diversity at work and can
influence the organizational culture and working environment.

Conclusion
 Organisational behaviour plays a vital role in the company as it provide clear idea about
performance of people working there and activities done within the firm.
 By evaluating the study it has been concluded that, It is essential to examines how human
behaviour can impact the business operations, factors and how it can foster their
performance at individual and group level.

References
 Wagstaff, C. R. and Burton-Wylie, S., 2018. Organisational culture in sport: A conceptual,
definitional and methodological review. Sport & Exercise Psychology Review. 14(2).
pp.32-52.
 Erthal, A. and Marques, L., 2018. National culture and organisational culture in lean
organisations: a systematic review. Production Planning & Control. 29(8). pp.668-687.
 Nuckcheddy, A., 2018. The effect of personality on motivation and organisational
behaviour. Psychology and Behavioral Science International Journal. 9(2). pp.1-5.
 Balwant, P. T., 2018. The meaning of student engagement and disengagement in the
classroom context: Lessons from organisational behaviour. Journal of Further and Higher
Education. 42(3). pp.389-401.
 Mullins, L. J. and McLean, J. E., 2019. Organisational Behaviour in the Workplace.
Harlow: Pearson.