Support organisational development in a food and drink business

This standard is about the skills and knowledge needed for you to support organisational development in a food and drink business. Organisational development is about bridging the gap between strategy and implementation and is integral to the achievement of sustainable organisational performance. The key to its success is the involvement and collaboration of people in and around the food and drink business. Organisational development is a whole organisation and workforce strategy to achieving business objectives. Initiatives and processes implemented and communicated as part of organisational development requires the input, participation and behavioural changes of all people within a food and drink business. It is therefore included in the remit of the whole food and drink business workforce including line managers. Organisational development outcomes include increased business sustainability, employee buy-in and aligned, sustainable change and improvement in quality and productivity of the core business with the engagement, involvement and understanding of people. You will need to understand the principles of organisational development and know how to support the implementation of organisational development initiatives in your area of work. This standard is for you if you work in food and drink manufacture and/or supply operations and are involved in organisational development in a food and drink business.

Prepare to support organisational development

1. access the organisational development plans for your area of

   responsibility for the food and drink business

2. check the plans are in line with the objectives for your area of

   responsibility

3. determine how the plans will be deployed across your area of

   responsibility, consult with relevant people to aid this process

4. communicate the deployment plan to relevant people across the

   food and drink business who may be affected

   Deploy organisational development plans

5. communicate the objectives of the organisational development

   plan to the relevant people

6. confirm individuals are aware of their responsibilities in carrying

   out the requirements of the plan and that they adhere to these

   requirements

7. apply problem-solving techniques to challenges and problems

   occurring when implementing the organisational development

   plans

8. monitor the deployment of the plan on your area of responsibility

   including its effect on productivity, quality, compliance, resources

   and colleagues

9. monitor the effect of the deployment of the plan on other areas of

   the food and drink business and the effectiveness of the food and

   drink business as a whole

10. evaluate the implementation of the plan, including your own

    contribution and provide feedback on its implementation to the

    relevant people

1. the strategy, policy, objectives and culture of the food and drink

   business

   2. what the expected behaviours are that support the strategy, policy

   and culture of the food and drink business

   3. why it is important to conduct yourself in a way that reflects the

   culture of your organisation and how to do this

   4. the impact of your and colleagues behaviour on organisational

   development plans

   5. what the relationships between behaviour, organisational

   development, strategy and culture are

   6. what the factors are that affect our behaviour in the workplace

   7. why it is important to recognise how your behaviour can influence

   the behaviour of work colleagues

   8. how to influence colleagues to embrace organisational

   development plans and why it is important to do this

   9. the benefits and challenges of using coaching, mentoring and

   dialoguing in influencing individuals

   10. why it is important to support colleagues and organisational

   development specialists through development and change and

   how to do this

   11. the methods of communication and information technology

   available within your organisation and how to use them

   12. why it is important to communicate the deployment, monitoring

   and evaluation of organisational development plans to colleagues

   and how to do this

   13. how to ensure the organisational development plans are in line

   with the objectives of your area of work

   14. the impact of an organisational development initiative on

   resources, quality, compliance and productivity of your area of

   work

   15. the consequences of not adhering to organisational development

   plans

   16. what the possible obstacles to organisational development are in

   your area of work and how to overcome them

   17. why it is important to monitor the organisational development

   initiative on a regular basis and how to do this

   18. how to measure the effectiveness of organisational development

   initiatives including your own contribution

   19. the methods for providing feedback on the deployment of

   organisational development to relevant people and how to use

   them

   20. what the relationship between the physical shape of a food and

   drink business is including site, product, process and the organic

   shape including workforce, culture and behaviours

   21. the commonly understood definition of organisational design and

   structure

   22. the concept of hierarchy as a method of organising a food and

   drink business and how this is applied in different sizes of food

   and drink business

   23. what the different methods by which an organisation can be

   designed and structured are

   24. the advantages and disadvantages of organising a food and drink

   business by functional groups such as sales, finance, technical

   25. how the organisational strategy, objectives, policies and culture

   affect how an organisation is designed and structured

   26. the tools and techniques associated with designing and

   structuring organisations and how to use them

   27. the advantages and disadvantages of designing an organisational

   structure by function, product or category, customer, market or

   geography

   28. how organisational design can be used as a tool to support

   organisational development during mergers and acquisitions,

   downsizing or upsizing and merging of departments

   29. why it is important to recognise the risks and consequences of

   changes to organisational design

   30. what the challenges to organisational design initiatives are and

   how to address them

   31. why competent leadership is a key factor in the success of

   organisational development initiatives

   32. why there is a strong link between organisational development

   and Human Resources

   33. what the link is between organisational development and food and

   drink business strategy and its influence on organisational

   success

   34. what the organisational development consultancy cycle is

   35. the tools and techniques used in the implementation of

   organisational development projects and how to use them

   36. the importance of measurement techniques in determining the

   requirements for organisational development initiatives and the

   evaluation of such projects

   37. the specific interventions commonly carried out as part of

   organisational development work and how these can be classified

   into different areas of the food and drink business