5ODT CIPD Assignment Help Examples |ODT CIPD Assignment Help Samples

What is CIPD 5ODT Assignment Help Examples?

CIPD 5ODT (Organisational Design and Development) is a professional qualification program offered by the Chartered Institute of Personnel and Development (CIPD). The program focuses on building the skills and knowledge required for designing and developing effective organizational structures, systems, and processes that support business goals.

The CIPD 5ODT assignment help examples typically involve a practical application of the concepts covered in the course to a real-world organizational problem. For instance, students may be asked to analyze the current organizational design of a company and propose changes to improve efficiency or align it with business strategy. Alternatively, they may be tasked with developing an employee engagement strategy or a performance management system for a specific organization.

To complete these assignments, students must draw on their understanding of organizational design principles, change management theories, and best practices in HR management. They may also need to conduct research, gather data, and analyze information to support their recommendations.

Overall, CIPD 5ODT assignment help examples provide students with an opportunity to apply their learning in a practical context and develop their problem-solving and critical thinking skills.

5ODT CIPD Assignment Help Examples as Explained by our Experts

(AC1.2, 1.3, 2.1, 2.2, 3.1) (1200 words)

Your organisation (or one with which you are familiar) is going through a period of change, and you have been appointed as the project manager for a 12 month programme of Organisation Development (OD). Having produced your short research paper on Organisational Development, you are now asked to prepare a Project Initiation Document (PID) which should be structured in the following way:

1. PROJECT APPROACH

Project Purpose and summary (introduction). Include the change context and project objectives. (AC2.1) (approx 50 words)

The project is mainly aimed to bring about automation in performance management function so as to enable for more efficient performance management and enhanced management of rewards against performances. Project objectives are as follows:

To install automated systems for more efficient performance management
To be able to better develop the workforce using this new system
To better manage the rewards and link rewards to performance

A description of the main aspects of organizational change, expectations for the OD programme, explanation of link between different change management approaches and OD activity. (AC2.1) (approx 100 words)

The main aspects of the change program includes purchasing of the required software, ensuring adequate training to the employees and make sure the change process is effective. The main expectation from the OD program is that the employees would be evaluated automatically using the software based on the various metrics. Recommendations shall also be obtained, from the software for betterment of the employees. In addition, the rewards can be linked to the performance of the employees through the software, and an automated system for rewards against good performance can be established effectively. The change management approaches such as Lewin’s change management model, shall be effective for this OD activity. This is mainly because Lewin’s model is simple and effective for better management of organizational change (Lauer, 2010).

2. PROJECT APPROACH

A justified summary of chosen approach to change management, and a description of 3 tools (e.g. focus groups) and approaches (e.g. Kotter), why they are appropriate and how they will be applied. (AC2.2) (approx 200 words)

The three tools which shall be used in this regard include the following:

Face to face interview: These shall help reveal the opinions of the employees regarding the change and what they perceive about the new performance management methods. This shall help understand the general attitude of the employees. This would also help the management convey the importance of this change and the additional value that the employees would get if this change is made.
Surveys: This would involve making a questionnaire and distributing the same among the employees to obtain insights about their opinion. This would help reveal the attitudes of the employees regarding the change. This would help understand what the employees think of the present performance management methods and the proposed methods.
Focus groups: This shall help in obtaining combined opinions of the various people and at the same time communicate the importance of the change. Focus groups involve communicating directly with a group and therefore would help in understanding the opinions of the employees clearly.

The chosen approach for bringing about this change is Lewin’s change management model. The main reason behind the choice of this model is mainly due to its simplicity and flexibility of interpretation. The model consists only of three main stages namely “unfreeze”, “change”, and “refreeze”. This would help in flexible execution of the change program.

3. STAKEHOLDERS

This should briefly identify the stakeholders, with a summary of their individual roles in relation to the project and to each other. (AC1.2) (approx 150 words)

The main stakeholders in the proposed change plan are as follows:

Top management: This is an essential stakeholder as top management would provide the required direction for the project. They would also provide the required funding for the change project and accordingly would provide instructions to the line managers.
HR managers: The HR managers have an important role in this project as performance management is an important HR function. The HR would also have an important role in communicating to the employees about the change (Change Management | Factsheets | CIPD, 2021).
The line managers: They would have to coordinate with the HR and they should themselves be familiar with the new performance managements systems to be able to assist the employees.
The employees: They would be affected by the change, and the way in which their performance was evaluated before would be changed. As a result, it is important for the management and the HR function to take the opinions of the employees regarding the change.

4. PROJECT DESIGN

An overview description of the project design (phases, tasks/activities, deliverables). (AC1.2) (approx 200 words)

The project shall be divided into four phases, and the following table shows the details about the phases.

Phases	Tasks/activities	Deliverables
Phase 1	All the line managers and the HR managers are briefed on the scope of change The implications of change are communicated to the line managers	Preliminary planning about the change and developing of the change team is completed at the managerial level
Phase 2	Communication about the change to employees Clearing any queries which employees may have	All the doubts about the change are cleared. The employees are also informed on what the change would mean.
Phase 3	Training is provided to the HR personnel who are responsible for performance management, in the new automated methods	The training sessions are completed for the HR management responsible for performance management.
Phase 4	The performance management software is installed in the computers	Installations are completed and the systems are checked for errors in the software
Phase 5	The success is measured using tools and techniques	In case of issues rectifications are made.

Explain the competencies required for stakeholder involvement relevant to the elements above. (AC1.3) (approx 100 words)

The competencies which are required for the stakeholders have been explained below:

The competencies which are required for the top management includes planning and communication skills. The planning must be such that there is no loop hole and the various initiatives can be appropriately completed within a given time frame and minimal resistance from the employees (Gill, 2002).
The competencies required for HR managers include the negotiation, persuasion and influencing skills. The skills are important to convince the employees that the change is required and that they would be benefited from the same.
The line managers need the leadership and mentoring capabilities and they must be able to help the employees familiarise with the new systems of performance management.
The employees must have the competency of adaptability and must adapt to the change while providing support to the line managers.

5. PROJECT MONITORING AND EVALUATION

Identify how you will monitor and evaluate the project, to include milestones/measures (e.g KPI’s) and justified description of chosen methods for tracking and evaluation (e.g. balanced scorecard). You might also include a Gantt chart or table format plan. (AC3.1) (approx 200 words)

The each of the five main phases of the project which have been discussed, shall be monitored using specific KPIs. The method of monitoring of each of the stages have been discussed below and the timescale is shown in form of a Gantt chart.

Phase 1: This phase shall be monitored by understanding the participation of each of the line managers during the briefing session. The line managers shall also be asked questions to test whether or not they have clearly understood the communication. Therefore, KPI here would be the ability of the managers to answer the questions related to the briefing session.
Phase 2: This phase shall involve speaking to the employees and this phase shall be monitored by sending an e-mail to the employees, which will request the acknowledgement of employees on whether they have been briefed about the change. When the employees click on the check-box, it would be considered that they have been briefed and the phase 2 is successful.
Phase 3: This shall be monitored by asking questions to the trainees during the training session and shall be evaluated using a final test which the trainees have to take to be certified. The KPI here is answering of 60% of the answers correctly in the final test.
Phase 4: Installation of the software would involve usage of IT assets and this entire process will be monitored by the IT director. The KPI to be used here is completion of installation of software so that it is functional.
Phase 5: This shall be performed using a balanced scorecard, and whether or not different perspectives of the BSC are fulfilled.

The following Gantt chart shows the timeline of all the different phases:

6.

ADDITIONAL REQUIREMENTS: Please also comment on how you will transfer the new knowledge and skills gained during this assignment into working practices. You may also use this reflection for your CPD. (approx 200 words)

The present module has been greatly important as it helped me learn a lot about change management and its principles. I have been able to apply my change management knowledge in providing a PID for a change management project. This has therefore, helped me understand how actual projects for change take place. I have also gained good knowledge about the various aspects associated with change management and its stakeholders. I understood that in cases of change management it is important that all the stakeholders work together and ensure implementation of change. I have gained the knowledge of developing project plan and this would help in the professional field. In professional field, I can actively help in bringing about organizational change.

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