Describe the legal entity of a specified organization and the implication of that legal entity on the structure and management of the organization.

Compulsory Content – Understanding the organization and its context and managing change and innovation
Learning outcomes (the learner will) Assessment criteria (the learner can)

1 Understand the organization as an entity
1.1

1.2

1.3

1.4

1.5
Describe the legal entity of a specified organization and the implication of that legal entity on the structure and management of the organization

Describe the operational functions within an organization

Identify own role, span of control and reporting line in an organization using an organizational chart to illustrate

Describe the roles and responsibilities of managers at different levels of an organization

Explain the relevance to an organization of its different stakeholders

2 Understand the context within which the organization operates

2.1

2.2

Identify the major external forces which impact upon an organisation

Prepare a PESTLE analysis of an organisation

3 Understand innovation and change in an organisation
3.1

3.2

3.3
Explain the benefits of innovation and change for the organisation

Identify the barriers to change and innovation in the organisation

Explain practical ways of overcoming these barriers
4 Understand how to plan, monitor and review the implementation and communication of innovation and change in an organisation
4.1

4.2

Describe which planning, monitoring and review techniques could be used to manage innovation and change

Explain why communication is important in successful implementation of innovation and change

5 Understand the effects of innovation and change on people and teams in an organisation

5.1

Explain possible human effects of innovation and change upon people and teams in an organisation
Content per section

1 • The nature and purpose of organisations
• An outline of basic business structures – sole trader, partnership, limited companies, public sector organisations, voluntary sector, etc
• Operational functions within the organisation, such as marketing, finance, production, etc
• Overview of the management task
• Formal and informal organisational relationships between departments and people
• Various types of organisation chart
• Management roles and responsibilities within the organisation
• The relevance of stakeholders and how to identify them

2 • PESTLE analysis
• Simple outline of the impact of economics and politics on the organisation
• Brief outline of the key economic issues – inflation, unemployment, trade cycles, exchange rates, economic growth, price mechanism, competition, economic indicators, “factors of production” affecting business location as relevant to own organisation
• A brief treatment of key global issues and the challenges they present to organisations
• Other international organisations which have an influence on business as appropriate

3 • The benefits of change and the consequences of not changing
• The role of change in the survival and prosperity of organisations
• Concepts of creativity and innovation and their significance for organisational success and change management
• Barriers to change and innovation – how to identify them and other difficulties in implementing change
• Means of overcoming barriers and difficulties including unfreezing and freezing techniques

4 • Methods to monitor and control progress of innovation and change against plan, including use of Gantt charts, network planning
• The role of communication in successful implementation of innovation and change

5 • Change fatigue and its adverse effects
• Ways to organise and co-ordinate resources and activities to achieve planned innovation and change
• Direct and indirect aspects of innovation and change – human and financial effects upon other people, departments and organisations

Assignment 5 – Understanding the organisation and its context and managing change and innovation
INSTRUCTIONS FOR ASSESSMENT AND USE OF MARK SHEET
Assessment must be conducted with reference to the assessment criteria (AC). In order to pass the assignment, every AC must be met.
Assessors will normally award marks for every AC and then total them into a percentage. However, for greater simplicity, there is the option to not use marks at all and merely indicate with a ‘Pass’ or ‘Referral’ in the box (below right). In order to pass the assignment every AC must receive a ‘Pass.’
Where marks are awarded according to the degree to which the learner’s evidence in the submission meets each AC, every AC must be met, i.e. receive at least half marks (e.g. min 10/20). Any AC awarded less than the minimum produces an automatic referral for the submission (regardless of the overall mark achieved).
Sufficiency descriptors are provided as guidance. If 20 marks are available for an AC and the evidence in the submission approximates to the ‘pass’ descriptor, that indicates it should attract 10 marks out of 20, if a ‘good pass’ then ca. 15 out of 20. The descriptors are not comprehensive, and cannot be, as there are many ways in which a submission can exceed or fall short of the requirements.

1. Learner named above confirms authenticity of submission.

2. ILM uses learners’ submissions – on an anonymous basis – for assessment standardisation. By submitting, I agree that ILM may use this script on condition that all information which may identify me is removed.

However, if you are unwilling to allow ILM use your script, please refuse by ticking the box: □

Learning Outcome / Section 1: Understand the organisation as an entity
Assessment Criteria (AC) Sufficiency Descriptors
[Typical standard that , if replicated across the whole submission, would produce a referral, borderline pass or good pass result] Assessor feedback on AC

AC 1.1
Describe the legal entity of a specified organisation and the implication of that legal entity on the structure and management of the organisation
Referral [ca. 4/16] Pass [8/16] Good Pass [ca. 12/16]

• The legal entity of a specified organisation is not recognisably described
• The legal entity of a specified organisation is described but is incorrect or minimal
• The implication of that legal entity on the structure and/or management of the specified organisation are merely stated or listed as opposed to being described
• A correct description is given of the legal entity of a specified organisation (such as sole trader, partnership, limited company, public sector organisation, voluntary sector) and the implication of that legal entity on both the structure and management of the organisation, although the description of the entity or implication may be limited

• A thorough and detailed description is given of the legal entity of a specified organisation (such as sole trader, partnership, limited company, public sector organisation, voluntary sector) and the implication of that legal entity on both the structure and management of the organisation
/ 16
(min. of 8) Pass or Referral

AC 1.2
Describe the operational functions within an organisation
Referral [ca. 2/8] Pass [4/8] Good Pass [ca. 6/8] Assessor feedback on AC
• The operational functions within an organisation are merely stated or listed as opposed to described
• A description is given of the operational functions but the description is incorrect, inappropriate or minimal • The operational functions within an organisation (such as marketing, finance, production, etc) are correctly described although the description may be limited
• A thorough and detailed description is given of a range of operational functions within an organisation

/ 8
(min. of 4) Pass or Referral

AC 1.3
Identify own role, span of control and reporting line in an organisation using an organisational chart to illustrate
Referral [ca. 4/16] Pass [8/16] Good Pass [ca. 12/16] Assessor feedback on AC
• Own role, span of control and reporting line in an organisation are not identified
• Some aspects of own role, span of control and reporting line in an organisation are identified but not all
• No organisational chart is provided to illustrate
• An organisational chart is provided to illustrate but this does not appropriately identify own role and/or span of control and/or reporting line in an organisation
• Own role, span of control and reporting line in an organisation are all identified and illustrated in an organisational chart, although it may be simplistic, appropriately identifies at least some of these aspects • Own role, span of control and reporting line in an organisation are all thoroughly identified and is illustrated in a detailed organisational chart that clearly and explicitly identifies all of these aspects

/ 16
(min. of 8) Pass or Referral

AC 1.4
Describe the roles and responsibilities of managers at different levels of an organisation
Referral [ca. 4/16] Pass [8/16] Good Pass [ca. 12/16] Assessor feedback on AC
• The roles and responsibilities of managers at different levels of an organisation are merely stated or listed as opposed to described
• The roles and responsibilities of managers are described in general but there is no distinction between managers at different levels of an organisation
• The roles and responsibilities of managers at different levels of an organisation are described but the description is incorrect, inappropriate or minimal • The roles and responsibilities of managers at a minimum of two different levels of an organisation are described although the description may be limited • The roles and responsibilities of managers are thoroughly described in detail with the differences between managers at several different levels made explicitly clear

/ 16
(min. of 8) Pass or Referral

AC 1.5
Explain the relevance to an organisation of its different stakeholders Referral [ca. 3/12] Pass [6/12] Good Pass [ca. 9/12] Assessor feedback on AC
• The relevance to an organisation of its different stakeholders is merely stated as opposed to explained
• An explanation is given of the relevance to an organisation of its different stakeholders but it is incorrect, inappropriate or minimal
• An explanation is given of an organisation’s different stakeholders but not their relevance to the organisation • An explanation is given of the relevance to an organisation of its different stakeholders although the explanation may be limited • The relevance to an organisation of its different stakeholders is thoroughly explained in detail along with a clear distinction between different stakeholders

/ 12
(min. of 6) Pass or Referral
Section comments (optional): Verification comments (optional):

Learning Outcome / Section 2: Understand the context within which the organisation operates
Assessment Criteria (AC) Sufficiency Descriptors
[Typical standard that , if replicated across the whole submission, would produce a referral, borderline pass or good pass result] Assessor feedback on AC
AC 2.1
Identify the major external forces which impact upon an organisation
Referral [ca. 3/12] Pass [6/12] Good Pass [ca. 9/12]

• The major external forces which impact upon an organisation are not identified
• The major external forces which impact upon an organisation are identified but are inappropriate or minimal • At least two major external forces which impact upon an organisation are identified although the nature of their impact may be implicit • Several major external forces which impact upon an organisation are identified in detail and the nature of their impact is made explicitly clear
/ 12
(min. of 6) Pass or Referral

AC 2.2
Prepare a PESTLE analysis of an organisation
Referral [ca. 5/20] Pass [10/20] Good Pass [ca. 15/20] Assessor feedback on AC
• A PESTLE analysis is not provided
• A PESTLE analysis of an organisation is provided but is incorrect, inappropriate, incomplete or minimal
• A PESTLE analysis of an organisation is correctly and appropriately prepared and provided, although it may be limited • A thorough and detailed PESTLE analysis of an organisation is prepared and provided

/ 20
(min. of 10) Pass or Referral
Section comments (optional): Verification comments (optional):

/ 100
TOTAL MARKS
Assessor’s Decision Quality Assurance Use
Outcome (delete as applicable): PASS / REFERRAL Signature of Assessor:

Date: Outcome (delete as applicable): PASS / REFERRAL Signature of QA:

Date of QA check:
Learning Outcome / Section 1: Understand innovation and change in an organisation
Assessment Criteria (AC) Sufficiency Descriptors
[Typical standard that , if replicated across the whole submission, would produce a referral, borderline pass or good pass result] Assessor feedback on AC

AC 1.1
Explained the benefits of innovation and change for the organisation
Referral [ca. 5/20] Pass [10/20] Good Pass [ca. 15/20]

• The benefits of innovation and change for the organisation are not explained or are merely listed or described, or only one benefit is explained • Two or more appropriate benefits of innovation and change for the organisation are explained although the explanations may lack detail • Two or more appropriate benefits of innovation and change for the organisation are fully explained
/ 20
(min. of 10) Pass or Referral

AC 1.2
Identified the barriers to change and innovation in the organisation
Referral [ca. 5/20] Pass [10/20] Good Pass [ca. 15/20] Assessor feedback on AC
• The barriers to change and innovation in the organisation are not identified or are merely listed, or only one barrier is identified • Two or more appropriate barriers to change and innovation in the organisation are briefly identified • Two or more appropriate barriers to change and innovation in the organisation are identified and stated in detail

/ 20
(min. of 10) Pass or Referral

AC 1.3
Explained practical ways of overcoming these barriers
Referral [ca. 3/12] Pass [6/12] Good Pass [ca. 9/12] Assessor feedback on AC
• Practical ways of overcoming the identified barriers are not explained or are merely listed or described, or only one practical way is explained, or the ways of overcoming the identified barriers are impractical. • Practical ways of overcoming the two or more identified barriers are explained although the various suggested ways are similar in nature • Practical ways of overcoming the two or more identified barriers are explained and the various suggested ways are different in nature

/ 12
(min. of 6) Pass or Referral
Section comments (optional): Verification comments (optional):

Learning Outcome / Section 2: Understand how to plan, monitor and review the implementation and communication of innovation and change in an organisation
Assessment Criteria (AC) Sufficiency Descriptors
[Typical standard that , if replicated across the whole submission, would produce a referral, borderline pass or good pass result] Assessor feedback on AC

AC 2.1
Described which planning, monitoring and review techniques could be used to manage innovation and change
Referral [ca. 6/24] Pass [12/24] Good Pass [ca. 18/24]

• Less than two planning, monitoring and review techniques which could be used to manage innovation and change are given or, if given, are merely listed or identified as opposed to described
• At least two planning, monitoring and review techniques which could be used to manage innovation and change are described although their principle features may be incomplete • Several planning, monitoring and review techniques which could be used to manage innovation and change are fully described in detail, distinguishing between monitoring and review and/or between innovation and change
/ 24
(min. of 12) Pass or Referral

AC 2.2
Explained why communication is important in successful implementation of innovation and change
Referral [ca. 3/12] Pass [6/12] Good Pass [ca. 9/12] Assessor feedback on AC
• Why communication is important in successful implementation of innovation and change is discussed in general but is not explained • Why communication is important in successful implementation of innovation and change is briefly explained
• The importance of communication in the successful implementation of change is thoroughly explained in detail

/ 12
(min. of 6) Pass or Referral
Section comments (optional): Verification comments (optional):

Learning Outcome / Section 3: Understand the effects of innovation and change on people and teams in an organisation

Assessment Criteria (AC) Sufficiency Descriptors
[Typical standard that , if replicated across the whole submission, would produce a referral, borderline pass or good pass result] Assessor feedback on AC

AC 3.1
Explained possible human effects of innovation and change upon people and teams in an organisation
Referral [ca. 3/12] Pass [6/12] Good Pass [ca. 9/12]

• No explanation given of possible human effects of innovation and change upon people and teams in an organisation or, if given, the explanation is incorrect, minimal or inappropriate
• Possible non-specific effects of innovation and change are explained but not human effects and/or not upon people and teams in an organisation
• Only possible human effects upon people or only effects upon teams are explained, not both
• Possible human effects of innovation and change upon people and teams in an organisation are merely listed or described, as opposed to explained • Two or more possible human effects of innovation and change upon people, and two or more possible human effects of innovation and change upon teams in an organisation are explained although the explanations may lack detail • Several possible human effects of innovation and change upon people and several possible human effects of innovation and change upon teams in an organisation are fully explained in detail
/ 12
(min. of 6) Pass or Referral
Section comments (optional): Verification comments (optional):

/ 100
TOTAL MARKS

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