Support organisational development in a food and drink business

URN: IMPBP401
Business Sectors (Suites): Food Business Strategic Leadership
Developed by: Improve
Approved on: 01 Jan 2019

Overview

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.


Performance criteria

You must be able to:

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


Knowledge and Understanding

You need to know and understand:

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

    business

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

    and culture of the food and drink business

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

    culture of your organisation and how to do this

    1. the impact of your and colleagues behaviour on organisational

    development plans

    1. what the relationships between behaviour, organisational

    development, strategy and culture are

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

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

    the behaviour of work colleagues

    1. how to influence colleagues to embrace organisational

    development plans and why it is important to do this

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

    dialoguing in influencing individuals

    1. why it is important to support colleagues and organisational

    development specialists through development and change and

    how to do this

    1. the methods of communication and information technology

    available within your organisation and how to use them

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

    and evaluation of organisational development plans to colleagues

    and how to do this

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

    with the objectives of your area of work

    1. the impact of an organisational development initiative on

    resources, quality, compliance and productivity of your area of

    work

    1. the consequences of not adhering to organisational development

    plans

    1. what the possible obstacles to organisational development are in

    your area of work and how to overcome them

    1. why it is important to monitor the organisational development

    initiative on a regular basis and how to do this

    1. how to measure the effectiveness of organisational development

    initiatives including your own contribution

    1. the methods for providing feedback on the deployment of

    organisational development to relevant people and how to use

    them

    1. 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

    1. the commonly understood definition of organisational design and

    structure

    1. 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

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

    designed and structured are

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

    business by functional groups such as sales, finance, technical

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

    affect how an organisation is designed and structured

    1. the tools and techniques associated with designing and

    structuring organisations and how to use them

    1. the advantages and disadvantages of designing an organisational

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

    geography

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

    organisational development during mergers and acquisitions,

    downsizing or upsizing and merging of departments

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

    changes to organisational design

    1. what the challenges to organisational design initiatives are and

    how to address them

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

    organisational development initiatives

    1. why there is a strong link between organisational development

    and Human Resources

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

    drink business strategy and its influence on organisational

    success

    1. what the organisational development consultancy cycle is

    2. the tools and techniques used in the implementation of

    organisational development projects and how to use them

    1. the importance of measurement techniques in determining the

    requirements for organisational development initiatives and the

    evaluation of such projects

    1. 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


Scope/range


Scope Performance


Scope Knowledge


Values


Behaviours


Skills


Glossary


Links To Other NOS


External Links


Version Number

2

Indicative Review Date

01 Jan 2024

Validity

Current

Status

Original

Originating Organisation

Improve

Original URN

impbp401k, impbp402k, impbp403k, impbp404k

Relevant Occupations

Administration, Associate Professionals and Technical oc, Business Management

SOC Code

1139

Keywords

Food; Drink; Manufacturing; Business; Support; Development