Goal and purpose of the unit

L&D professionals need to be aware of the companies they work for or in, as well as the outside forces that affect them, to be effective. Absence of this knowledge, there is a risk that learning and development (L&D) activities won`t be suitable for the environment in which they are implemented or won`t be balanced in terms of meeting the requirements of both individuals and organisations and benefiting everyone.

Through this lesson, students can deepen their understanding of organisations, including their operational environments, motivations for founding them, and characteristics that set them apart.

After establishing a solid foundation in organisational theory, the course looks at various L&D positioning strategies and the typical services that L&D offers.

Lastly, the class helps students think through and assess the crucial question of how L&D might help organisations achieve their objectives.

This unit is appropriate for individuals who:

Are thinking about entering the area of learning and development (L&D) or are you already working in it and want to deepen your understanding of organisations and the L&D context within them?

Learning objectives

After completing this lesson, students will be able to:

Recognise various organisational structures and their operational contexts.
Recognise the various positions that learning and development hold within businesses.
Recognise ways learning and advancement may help an organization achieve its objectives.

Hours of supervised instruction:

Normally, this unit`s guided learning hours would be 20. However, there will also be twenty hours of independent study required to read and provide evidence for assessments.

Specifications at the foundation level Education and Growth

Recognise the various kinds of organisations and the settings in which they operate.
Justifications for Learning and development specialists need to understand the companies they operate for or interact with.

Organisations are founded for a variety of reasons;

Commercial, societal, political, religious, economic, and financial ones
To achieve certain aims and objectives
To turn a profit; to offer a service
Or to plan specific activities. diverse legal/business statuses, such as sole traders, partnerships, and companies, as well as diverse sizes, including worldwide, small/medium enterprises, and micro-businesses, are examples of categories and types of organisations.
Organisational structures: such as matrix, hierarchical, flat, traditional, bureaucratic, and virtual; examples of various organisations and their structures;
Connections between organisational culture and structure; and how various structures relate to business objectives.

Definitions of the operating (or business) environment include the industry, market, sector, competitors, suppliers, and customers, as well as the larger environment in which the organisation operates.

Tools for analysis:

PESTLE, Porter`s Five Forces, SWOT, etc. External factors include things like how the political climate affects The organization`s activities (current laws and regulations, initiatives, and perceptions toward "Company"); common financial variables such as recessions, crises, and upturns; factors related to culture and society such as diversity, migration, and upward mobility in society; the consequences of new technologies and technological developments; the presence of laws and upcoming changes to laws governing the company in question; the business`s contact with ethical and ecological problems; and the implications of globalization have all been taken into consideration.

Recognise the various roles that learning and development play in organisations.
Different configurations or methods of accessing the L&D function and services:
The division of labor for L&D between operating supervisors and the L&D department; L&D as a distinct and autonomous activity; externally accessible L&D services
The variations in the L&D function across various organisational sizes, ranging from micros/SMEs to multinational companies.

Examples of factors that influence how L&D is arranged or accessed areOrganizational size, traditions, industry practices, budget, and environment, types of L&D needs, and the availability of pertinent resources.

A summary of learning and development (L&D) services includes:

Providing both official and informal educational opportunities
Introduction
Programs for mentoring and guidance
Developmental activities for managers
Supporting with L&D processes for line managers
Arranging L&D events and assisting with technology-enabled personal development
Record-keeping for L&D.

Recognise how learning and development can aid in the accomplishment of organisational goals.

"Triangulation" regarding learner, trainer, and organisation in L&D practice. The following are some examples of how learning and development (L&D) can help an organisation achieve its goals

Keeping track of learning and development requirements so that appropriate action can be taken when needed
Enhancing organisational capacity through the planning and implementation of successful L&D initiatives
Assisting with line manager performance; guaranteeing preparedness for change and new opportunities
Inspiring and involving staff members

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Learning and Development and the Organisation 3LDO