Description
GUIDELINE WORD COUNT AND EXPECTATIONS is attached The questions are 9
Your word count allowance is specified against each task. There is a +/-10% allowance on this word count and you must not exceed this (an information sheet of approximately 2500 words +/- 10%) . If you exceed the word count, your work will be returned to you. The bibliography or list of references is not included in the total word count.
You must demonstrate within the submitted evidence (through headings and sub-headings) which learning outcomes and assessment criteria have been cited. CIPD will be unable to moderate your work if this is not included.
Expectations are set out in the marking descriptor grid which you will find at the end of this document. You must pass all learning outcomes to successfully achieve this unit.
Your evidence must consist of
– an information sheet of approximately 2500 words +/- 10%
– Please make it clear in your evidence which question and assessment criteria you are addressing, for example, Q1 – AC 1.1.
– Plagiarism of answers is not accepted
– Use references and use APA style and be mentioned in each paragraph.
– Explain all questions in detail.
Unformatted Attachment Preview
3CO01
Business, culture and change in
context
Learner Assessment Brief
Assessment ID / CIPD_3CO01_23_01
Level 3
Foundation Certificate in
People Practice
▪
Version 1 – Released June 2023
▪
Expires June 2024
▪
Study Centre information only: Last moderation window is September 2024
Level 3 Foundation Certificate in People Practice
3CO01
Business, culture and change
in context
This unit assignment considers the impact of external influences and how the digital and
commercial environment shapes businesses and the culture within which they operate. It considers
the importance of people’s behaviour on organisational culture and its ability to manage change
effectively.
CIPD’s insight
Organisational climate and culture (October 2022)
Organisational culture is an important aspect of organisational life and a term that has become a
mainstay among business leaders. The work of HR, L&D and OD influences and is influenced by
organisational culture because every organisation is made up of human relationships and human
interactions. Despite its dominance, the language of culture is often unclear and difficult to define,
making it hard to measure. Consequently, real culture change is almost impossible if we fail to pin
down what we need to change. Rather than focusing on culture, concentrating on organisational
climate – the meaning and behaviour attached to policies, practices and procedures that
employees experience – is a much more specific, tangible way to positively influence the
workplace. This factsheet explores why organisational culture is a popular but limited construct,
and why shifting to changing organisational climate is much more effective for employers.
https://www.cipd.co.uk/knowledge/culture/working-environment/organisationculture-change-factsheet
Organisation development (April 2022)
In the evolving world of work, it’s important that organisations adapt to ensure optimal business
performance. This factsheet explains what organisation development (ODV) is, what areas of
focus and expertise it involves, and explores what ODV looks like in practice. There are many
ways to describe organisation development (ODV), all of which share common features despite
their varied meanings. In this factsheet we will use the abbreviation ODV rather than OD to
distinguish organisation development from organisation design.
https://www.cipd.co.uk/knowledge/strategy/organisational-development/factsheet
Please note that the purpose of this insight is to link you to CIPD’s research and evidence within
the subject area, so that you can engage with the latest thinking. It is not provided to replace the
study required as part of the learning or as formative assessment material.
CIPD L3 CO01 AB v3
June 2023
Level 3 Foundation Certificate in People Practice
Task – Information sheet
Your manager has asked you to prepare an information sheet about the organisation and its
environment to support the onboarding of a new member of the People Team. You decide that to
be effective in their role, the new team member needs an appreciation of the organisation’s
activities, goals and how the external environment impacts these. As organisational culture and
change are essential to achieving business goals and responding to the external environment you
decide to add points about these too.
Your information sheet can be based on your own organisation or one(s) with which you are
familiar, and must include the following:
1. An examination of three key external influences impacting or likely to impact the
organisation’s activities. (AC 1.1)
2. A discussion of at least two of the organisation’s business goals and why it is important for
organisations to plan for how they will achieve these. (AC 1.2)
3. A discussion of the organisation’s products and/or services and main customers. (AC 1.3)
4. A short review of information and communication technologies available to people
professionals and how these can be, or are, used to improve working practices and
collaboration. (AC 1.4)
5. A definition of what is meant by organisational culture and an explanation of why it is
important to foster an appropriate and effective workplace culture. (AC 2.1)
6. An explanation of how organisations are whole systems, within which aspects such as
structure, systems and culture are all inter-related, and how people professionals’ work and
actions could impact elsewhere in the organisation. (AC 2.2)
7. An explanation of why it is important that organisational change is planned, and effectively
managed. (AC 3.1)
8. An explanation of the importance and role that can be played by people professionals
within change. You might consider roles such as: gatekeeper, champion, facilitator, critical
friend or record-keeper. (AC 3.2)
9. A discussion of how organisational change can impact people in different ways, such as
changing their role or status or financial situation. (AC 3.3)
Your evidence must consist of
▪
an information sheet of approximately 2500 words +/- 10%
Please make it clear in your evidence which question and assessment criteria you are
addressing, for example, Q1 – AC 1.1.
CIPD L3 CO01 AB v3
June 2023
Level 3 Foundation Certificate in People Practice
Assessment Criteria Evidence Checklist
You may find the following checklist helpful to make sure that you have included the required
evidence to meet the task. This is not a mandatory requirement as long as it is clear in your
submission where the assessment criteria have been met.
Task – Information sheet
Assessment criteria
Evidenced
Y/N
Evidence reference
1.1 Examine the key external influences that
impact on business environments.
1.2 Discuss organisational goals and why it is
important for organisations to plan.
1.3 Discuss the products and/or services the
organisation delivers, including who the
main customers are.
1.4 Review the range of technology available
within the people profession, including
how it can be utilised to improve working
practices and collaboration.
2.1 Define workplace culture in
organisational settings and the
importance of fostering positive
approaches towards it.
2.2 Explain how organisations are whole
systems, and how work and actions as a
people professional could impact
elsewhere in the organisation.
3.1 Explain the importance of planning and
managing change within the workplace.
3.2 Consider the importance and role that
people professionals play within change.
3.3 Discuss how change can impact people
in different ways.
CIPD L3 CO01 AB v3
June 2023
CIPD L3 CO01 Assessment guidance v3
Foundation Certificate in
People Practice
Business, culture and change in context
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1
BUSINESS, CULTURE AND
CHANGE IN CONTEXT
Assessment Guidance
Business, culture and change in context
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Business, culture and change in context
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2
ABOUT THIS UNIT
This unit assignment considers the impact of
external influences and how the digital and
commercial environment shapes businesses and
the culture within which they operate. It considers
the importance of people’s behaviour on
organisational culture and its ability to manage
change effectively.
3
1
CIPD L3 CO01 Assessment guidance v3
UNIT LEARNING OUTCOMES
1. Understand the business environment in
which the people profession operates,
including the key issues that affect it.
2. Understand how people’s behaviour in the
workplace affects and shapes culture.
3. Understand the importance of effective
management of change.
Business,
Business,
culture
culture
and and
change
change
in context
in context
4
4
ASSESSMENT CRITERIA
LEARNING OUTCOME 1
1
Understand the business environment in which the people profession operates, including
the key issues that affect it.
1.1 Examine the key external influences that impact on business environments.
1.2 Discuss organisational goals and why it is important for organisations to plan.
1.3 Discuss the products and/or services the organisation delivers, including who the main
customers are.
1.4 Review the range of technology available within the people profession, including how it can be
utilised to improve working practices and collaboration.
Business, culture and change in context
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5
ASSESSMENT CRITERIA
LEARNING OUTCOME 2
2
Understand how people’s behaviour in the workplace affects and shapes culture.
2.1 Define workplace culture in organisational settings and the importance of fostering positive
approaches towards it.
2.2 Explain how organisations are whole systems, and how work and actions as a people
professional could impact elsewhere in the organisation.
Business, culture and change in context
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6
2
CIPD L3 CO01 Assessment guidance v3
ASSESSMENT CRITERIA
LEARNING OUTCOME 3
3
Understand the importance of effective management of change.
3.1 Explain the importance of planning and managing change within the workplace.
3.2 Consider the importance and role that people professionals play within change.
3.3 Discuss how change can impact people in different ways.
Business, culture and change in context
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ASSESSMENT TASK
INFORMATION SHEET
Your manager has asked you to prepare an information sheet about the organisation and its
environment to support the onboarding of a new member of the People Team. You decide that to be
effective in their role, the new team member needs an appreciation of the organisation’s activities,
goals and how the external environment impacts these. As organisational culture and change are
essential to achieving business goals and responding to the external environment you decide to add
points about these too.
Business, culture and change in context
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8
ASSESSMENT TASK
INFORMATION SHEET (CONTINUED)
Your information sheet can be based on your own organisation or one(s) with which you are
familiar, and must include the following:
1. An examination of three key external influences impacting or likely to impact the organisation’s
activities. (AC 1.1)
2. A discussion of at least two of the organisation’s business goals and why it is important for
organisations to plan for how they will achieve these. (AC 1.2)
3. A discussion of the organisation’s products and/or services and main customers. (AC 1.3)
4. A short review of information and communication technologies available to people professionals
and how these can be, or are, used to improve working practices and collaboration. (AC 1.4)
5. A definition of what is meant by organisational culture and an explanation of why it is important
to foster an appropriate and effective workplace culture. (AC 2.1)
Business, culture and change in context
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9
3
CIPD L3 CO01 Assessment guidance v3
ASSESSMENT TASK
INFORMATION SHEET (CONTINUED)
6. An explanation of how organisations are whole systems, within which aspects such as structure,
systems and culture are all inter-related, and how people professionals’ work and actions could
impact elsewhere in the organisation. (AC 2.2)
7. An explanation of why it is important that organisational change is planned and effectively
managed. (AC 3.1)
8. An explanation of the importance and role that can be played by people professionals within
change. You might consider roles such as: gatekeeper, champion, facilitator, critical friend or
record-keeper. (AC 3.2)
9. A discussion of how organisational change can impact people in different ways, such as changing
their role or status or financial situation. (AC 3.3)
Your evidence must consist of
• an information sheet of 2,500 words +/-10%
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QUESTIONS TO ASK YOURSELF
What is the assessment specifically asking you to cover?
How will you structure your work?
How will you manage and monitor your word count?
What examples of work (theory and research) from your study could you use towards this assessment?
How can you integrate your learning with your organisational context?
How will you ensure your assessment requirements are met (the learning outcomes)?
Business, culture and change in context
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ASSESSMENT FORMAT
Word document
• You must use the Learner assessment submission template to complete your
assessment
• Add your assessment to this document (not separate documents)
• You must have signed the declaration on this document – it will be returned unmarked if it
hasn’t been signed
• You must include your word count at the end of each task completed
Assessment
• Information sheet (2,500 words +/- 10%)
• Reference list
• Bibliography
Business, culture and change in context
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CIPD L3 CO01 Assessment guidance v3
SUBMISSION TEMPLATE AND
DECLARATION OF AUTHENTICATION
You will be provided with the Learner assessment submission template to use to submit your
assessment. You will find this in your assessment focus area.
Please ensure you sign the learner declaration as CIPD will not accept your submission for
moderation if this is not signed and this will delay feedback and results.
DECLARATION OF AUTHENTICATION
Declaration by the learner (this box must be signed–not typed–or your assessment will not be accepted)
Learner name
Learner statement of
authenticity
I can confirm that this assessment is all my own work and, where I have used materials from other
sources, they have been properly acknowledged.
Standardisation
I am aware my assessment may be chosen for standardisation purposes on the understanding that the
content will be anonymised.
Signed
Date
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COMMAND WORDS
Explain: Make plain,
interpret, and account for,
enlighten, give reasons for
a specific decision.
Define: Give the exact
meaning of. Where relevant,
show you understand how
the definition may be
problematic.
Examine: Look closely
into something.
Consider: to what extent is
something true, or contribute
to a final outcome. To what
extent is this not true.
Discuss: Investigate or
examine by argument; sift
and debate; give reasons for
and against; examine the
implications.
Review: Ignoring minor
details, investigate a
variety of options in order
to make a case.
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CIPD GRADE DESCRIPTORS
You will receive a Low Pass/Pass/High Pass or Refer/Fail result at unit level. Assessors will provide a
mark from 1 to 4 for each of the assessment criteria in the unit. The marking descriptor grid is provided
here as guidance. This will provide you with feedback that is developmental. To pass the unit
assessment, you must achieve a 2 (Low Pass) or above for each of the learning outcomes/assessment
criteria.
Mark
Range
Descriptor
1
Refer/Fail
Insufficient demonstration of knowledge, understanding or skills (as appropriate) required to meet the AC.
Insufficient examples included, where required, to support answers.
Presentation and structure of assignment are not appropriate and do not meet the assessment brief.
2
Low Pass
Demonstrates an acceptable level of knowledge, understanding or skills (as appropriate) required to meet the AC.
Sufficient and acceptable examples included, where required, to support answers.
Required format adopted but some improvement required to the structure and presentation of the assignment.
Answers are acceptable but could be clearer in responding to the task and presented in a more coherent way.
3
Pass
Demonstrates good knowledge, understanding or skills (as appropriate) required to meet the AC.
Includes confident use of examples, where required, to support each answer.
Presentation and structure of assignment are appropriate for the assessment brief.
Answers are clear and well expressed.
4
High Pass
Demonstrates a wide range and confident level of knowledge, understanding or skill (as appropriate).
Includes strong examples that illustrate the point being made, that link and support the answer well.
Answers are applied to the case organisation or an alternative organisation.
Answers are clear, concise and well-argued, directly respond to what has been asked.
The presentation of the assignment is well-structured, coherent and focusses on the need of the questions.
Includes clear evidence of the use of references to wider reading to help inform answer.
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CIPD L3 CO01 Assessment guidance v3
CITING, REFERENCE LIST
AND BIBLIOGRAPHY
• Referring to a published piece of work in the
main body/text is called citing
• A citation is thus nothing more than an in-text
reference
• Citations are referenced in full in the reference
list at the end of the report/essay/project, etc
Reference list
A reference list relates directly to the citations
used within your text/writing.
Bibliography
A bibliography list refers to work that is read by
the writer but not used within the text/writing.
Sources should not be listed in both.
Business, culture and change in context
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Business, culture and change in context
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Business, culture and change in context
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WHAT IS PLAGIARISM?
Plagiarism is using the words of others without
acknowledgement.
Plagiarism includes the following.
1. Copying text directly
2. Using others’ ideas or theories
3. Paraphrasing what you have read or heard
4. Using mainly quotations in your work without
any original ideas
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HOW TO AVOID PLAGIARISM
• Write your notes in your own words
• Note exactly where you have sourced them
from
• In your text, make sure you use Anglia Ruskin
Harvard referencing
• Only use quotations when really needed; you
should have very few direct quotes in your
work
Further explanation and guidance on Anglia
Ruskin Harvard referencing is available on the
VLE: CIPD Resource zone – Help with
assessments – How to Harvard reference –
Using the Harvard referencing system.
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CIPD L3 CO01 Assessment guidance v3
ANGLIA RUSKIN HARVARD REFERENCING
REFERENCE LIST
Textbook
Martin, M. and Whiting, F., 2020. Human resource practice. London: CIPD/Kogan Page.
CIPD Factsheet
D’Souza, D., 2020. Change management. London: CIPD. [Online]. Available at:
[Accessed 15 August 2021].
PDF report found online
CIPD, 2020. People Profession Survey 2020: UK and Ireland. London: CIPD. [PDF]. Available at:
[Accessed 30 January 2022].
CIPD Profession Map
CIPD, 2021. Profession map: specialist knowledge: learning and development. London: CIPD. [Online].
Available at: [Accessed 10 March 2022].
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ANGLIA RUSKIN HARVARD REFERENCING
REFERENCE LIST
Put references in alphabetical order
CIPD, 2021. Profession map: specialist knowledge: learning and development. London: CIPD. [Online].
Available at: [Accessed 10 March 2022].
CIPD, 2020. People Profession Survey 2020: UK and Ireland. London: CIPD. [PDF]. Available at:
[Accessed 30 January 2022].
D’Souza, D., 2020. Change management. London: CIPD. [Online]. Available at:
[Accessed 15 August 2021].
Martin, M. and Whiting, F., 2020. Human resource practice. London: CIPD/Kogan Page.
Mosadeghrad, A. and Ansarian, M., 2014. Why do organisational change programmes fail? International
Journal of Strategic Change Management. 5(3). pp.189-218.
Business, culture and change in context
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ANGLIA RUSKIN HARVARD REFERENCING
IN TEXT CITATIONS
The year of publication is given after the name of the author
In a recent factsheet (CIPD, 2021) it was suggested that…
If there are two authors
Martin and Whiting (2020, pp.50-52) outline a range of ways in which…
If there are more than two authors
Ulrich et al (2017) suggest that…
Where you need to cite more than one work published in the same year by the same author,
you can indicate this as follows
In a recent factsheet (CIPD, 2020a)
In a recent report (CIPD, 2020b) etc.
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CIPD L3 CO01 Assessment guidance v3
AN EXAMPLE OF USING CITATIONS IN YOUR WORK
…Transformational leaders are often described as charismatic (Bass and Avolio, 2000, p.10),
providing inspiration, motivation and a shared vision for those within the organisation. However,
this vision is thought to do more than simply inspire and motivate the workgroup; it is seen by
many as a means of creating a mechanism through which knowledge management can be
introduced (Nonaka and Takeuchi, 1995, pp.45-52). Where people share in a vision, they share
a vested interest in seeing that vision become a reality. According to Argyris and Schon (1996),
transformational leaders encourage people to share both their explicit and their tacit knowledge,
helping people to contribute more effectively to the organisations goals…
Business, culture and change in context
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