LO1 & LO2: (Task 1) P1 Evaluate the importance of organizational design theory in the context of organizational structure and fulfilling organizational strategy, using specific organizational...

Organizational design
Organizational design
Organizational design:
Student Name:
University Name:
Unit Code:
Unit Name:
Date:
Contents
Introduction    3
LO1 Importance of organizational design to the delivery of sustainable performance    3
P1    3
M1    5
D1    6
LO2 Analyse the requirements to develop motivated, knowledgeable and experienced individuals and teams    6
P2    7
M2    8
LO3 Apply contemporary knowledge and research to support emerging HR developments    9
P3    10
M3    10
D2    11
LO4 Evaluate the relationship between organizational design and change management    11
P4    12
M4    12
D3    13
Conclusion    13
References    15
Introduction
Human resource management is the process by which Coca-Cola manages its staff or employees and guides them through their goals. It encompasses the idea of keeping people as a valuable asset, thereby creating value for the company by simply improving the company. The core concept of HRM is to fully play its role by monitoring and supervising employees so that employees have more resources. In this task, the management of the company's HR has been discussed in the context of theoretical along with real-time examples, and reasonable recommendations and observations have been made.
LO1 Importance of organizational design to the delivery of sustainable performance
P1
Organizational design theory: To design an organizational design theory requires a comprehensive measurement and discussion of its historical concepts and contemporary foundations. In order to clarify the design that helps the organization achieve its goals, it is necessary to include the best strategic measures in the organizational structure.
Organizational design as a historical concept: Organizational design has undergone many changes since the 19th century. Since the Industrial Revolution, it has been working hard through the core concepts of improvement and improvisation. It tried to increase the productivity and efficiency of the organization by defining the ideas to attain the goals. Since then, different models are followed plus improvised to attain perfection through conceptual experiments and changes, thus evolving into today's model (Bambacas, 2010).
Some organizational design theories are:
Contemporary organizational design: Design contemporary designs through exploring strategies and ways used by Coca-Cola in the past. Lack of weaknesses in these organizations will be phased out because of newly recognized designs and ideas, resulting in significant efficiency and productivity.
Organizational goals: The organizational design goal is to achieve goals by merging appropriate strategies and adhering to sustainable performance standards (SUGARMAN, 2007).
Design that meets the strategic goals of the organization: To succeed, Coca-Cola first must determine its goals and targeted customers. Customers rely on their favorite organizations and
ands in order to meet their needs. When an organization maintains its proper standard services or provides its clients with adequate support, it creates a loyal customer base. This is how companies can extend their boundaries and expand to potential customers (Brix and Peters, 2015).
Agile organization: An agile organization is an organization that can adapt to change and move forward to outperform competitors. The ability to quickly redesign structures, strategies, people, technology, and processes are represented by agility.
Features: Some of the characteristics of an agile organization are:
i. Iteration and experiment
ii. Continuous learning
iii. Seize the opportunity
iv. Technology, systems, and tools
v. Character mobility
vi. Flexible resource allocation
vii. Performance-oriented
viii. Information transparency
People: In the agile organization, HR team includes people who work for them, and they pursue specific ideas and they are:
i. Share leadership
ii. Performance-oriented
Culture: Agile organizations adapt to rapid change and they are completely learning and it has a culture of smoothly sharing visions and ideas between leadership and employees, which promotes responsibility moreover acts as incentives.
Process: Follow a common vision and goals, an action-oriented managerial structure, and maintain a unified community in the organization.
M1
Theory and model of organizational design: There are various theories about organizational design changes such theories attempt to determine the appropriate method for Coca Cola to pursue a sustainable organizational design. Here are the theories such as the McKinsey 7s model, the theory of change, the type of change, and the design of trading/transformation organizations (Stokes and Ga
iel, 2010).
McKinsey 7s model: McKinsey 7s model was developed in 1980. This model that discusses the changes in an organization in pursuit of a strongly recommended strategy and there are different elements categorized as soft and hard, including structure, strategy, system, employee, style, shared value, skills.
Theory of change: Theory of change was developed by Damanpour and Wischnevsky, and the main idea is that there will be changes only when an organization is operational. Despite its design, structure, and strategy, every organization must undergo change.
Type of change: When a company is adapting to change, a map needs to be organized to determine which new changes are needed and which new systems to use and where to use them. Employees believe that the type of change involves three states that occur in structures, patterns, and elemental sets.
Transformation and Trading Organization:
The main purpose of this idea or thought is to find the right leadership method for the organization. Transactional leaders prefer transactions between management and employees agencies. For example, director of a bu
le factory that leads by assigning tasks among different participants is transactional, and the discussion between the relevant staff involved in solving the problem is transformative (Cheung-Judge and Holbeche, 2015).
D1
Sustainable performance: This is the guarantee of the Coca-Cola emotions, productivity plus responsibilities. To achieve this, companies need to figure out their long-term and short-term goals. Efforts to achieve temporary goals will right away meet the customer's goals and ensure their trustworthiness among customers. To...