Unit 35 Developing Individuals, Teams and Org- 09.01 (1) - Developing Individual Teams and Organisations Developing Teams Individuals and

Unit 35 Developing Individuals, Teams and Org- 09.01 (1)

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Developing Individual, Teams and Organisations Developing Teams, Individuals and Organisations Word Count: 3017 1
Table of contents List of Figures .................................................................................................................................. 3 Introduction ...................................................................................................................................... 4 Project A .......................................................................................................................................... 4 The concept of inclusive learning and development ................................................................... 4 Importance of learning and Development in Sustainable Business ............................................. 4 Determination and Implementation of Learning in Organisation ................................................ 5 Potential organisational barriers to learning ................................................................................ 6 Project B .......................................................................................................................................... 7 Importance of High-performance work practices (HPW) ............................................................... 7 Identify potential barriers to HPW practices ............................................................................... 7 The pros and cons of implementing HPW practices .................................................................... 8 How HRM practices support High-performance working .......................................................... 8 Evaluate the value of implementing HPW practices with a focus on internal and external stakeholders ................................................................................................................................. 9 Project C ........................................................................................................................................ 10 Traditional approach to performance management ................................................................... 10 With the use of case study examples, critically analyse the traditional approach to PM .......... 11 Impacts of performance management on overall organisation culture and commitment of employees .................................................................................................................................. 12 How performance contributes to employee engagement, commitment and competitive advantage ................................................................................................................................... 13 Conclusion ..................................................................................................................................... 14 References ...................................................................................................................................... 15 2
List of Figures Figure 1: Kolb Learning cycle ......................................................................................................... 5 Figure 2: High-performance work systems ..................................................................................... 8 Figure 3: Traditional approach of PM ........................................................................................... 10 3
Introduction Proper management brings the best in the individual that develop their skills and capabilities. Giving the employees adequate knowledge through the training sessions brings profits and productive returns ( Armstrong and Taylor, 2020). The present report will concentrate on showing the skills, behaviour and knowledge that is needed among the employees in Manchester City Council (MCC). The report will take into account three project phases with a focus on high- performance working practices. Project A The concept of inclusive learning and development Inclusive learning practices are instrumental in developing and managing the learning environment in which all the employees are involved fully and respected and in which all employees are open in giving their ideas, show their thinking and perception that are different from their own ( Church et al. 2014). In MCC, individual development can be practised by taking into consideration the different strategies to work in an inclusive environment. The first is to educate the leaders that mean leaders should be competent to guide their team and be accountable for them. The second is the inclusion council in which involves hiring and retaining a diverse workforce for positive advancement. The third employee differences are accepted, whereby the MCC embrace the diversity in terms of culture, background, and other social aspects ( Namada, 2018). The forth is listening to employees to create the sharing culture and can also make use of more productive meetings .

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