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Elements and Performance Criteria

  1. Identify needs and opportunities for improving the organisation's design
  2. Develop organisational design strategies
  3. Implement organisational design strategies

Required Skills

This section describes the essential skills and knowledge and their level required for this unit

Skill requirements

Look for evidence that confirms skills in

undertaking effective consultation and negotiation with stakeholders

undertaking project management

using a variety of words and language structures to explain complex ideas to different audiences

interpreting and explaining complex formal documents and assisting others to apply them in the workplace

preparing written advice requiring reasoning and precision of expression

responding to diversity including gender and disability

applying occupational health and safety procedures in the context of organisational design such as identifying and managing risks to health eg stress

Knowledge requirements

Look for evidence that confirms knowledge and understanding of

the main approaches to organisational design and the advantages and disadvantages

internal and external factors which impact upon choices of organisational structures and systems

the links between organisational design and attainment of an organisations strategic goals

the impact of organisational structures on management style and employee motivation

industry trends that might impact on organisational design

national andor international good practice models and conceptions of organisation design

change management strategies

employee involvement strategies

public sector legislation and standards

legislation directing the organisations purpose goals and requirements

organisational policies procedures and guidelines

equal employment opportunity equity and diversity principles

Evidence Required

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole It must be read in conjunction with the Unit descriptor Performance Criteria the Range Statement and the Assessment Guidelines for the Public Sector Training Package

Units to be assessed together

Prerequisite units that must be achieved prior to this unitNil

Corequisite units that must be assessed with this unitNil

Coassessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include but are not limited to

PSPETHCB Maintain and enhance confidence in public service

PSPETHC601B Maintain and enhance confidence in public service

PSPGOVB Apply government systems

PSPGOV601B Apply government systems

PSPGOVB Establish and maintain strategic networks

PSPGOV602B Establish and maintain strategic networks

PSPGOVA Foster leadership and innovation

PSPGOV604A Foster leadership and innovation

PSPGOVA Persuade and influence opinion

PSPGOV605A Persuade and influence opinion

PSPHRB Provide advisory and mediation services

PSPHR603B Provide advisory and mediation services

PSPLEGNB Manage compliance with legislation in the public sector

PSPLEGN601B Manage compliance with legislation in the public sector

PSPMNGTB Manage resources

PSPMNGT602B Manage resources

PSPMNGTB Manage change

PSPMNGT604B Manage change

PSPMNGTB Manage risk

PSPMNGT608B Manage risk

PSPMNGTA Manage evaluations

PSPMNGT611A Manage evaluations

PSPMNGTA Review and improve business performance

PSPMNGT612A Review and improve business performance

PSPPOLA Manage policy implementation

PSPPOL603A Manage policy implementation

Overview of evidence requirements

In addition to integrated demonstration of the elements and their related performance criteria look for evidence that confirms

the knowledge requirements of this unit

the skill requirements of this unit

application of the Employability Skills as they relate to this unit see Employability Summaries in Qualifications Framework

management of organisational design strategies in a range of or more contexts or occasions over time

Resources required to carry out assessment

These resources include

legislation policies procedures and plans relating to organisational design

workplace scenarios and case studies to capture the range of situations likely to be encountered when managing organisational design strategies

environmental factors and other relevant workplace materials that might influence organisational design decisions

Where and how to assess evidence

Valid assessment of this unit requires

a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when managing organisational design strategies including coping with difficulties irregularities and breakdowns in routine

management of organisational design strategies in a range of or more contexts or occasions over time

Assessment methods should reflect workplace demands such as literacy and the needs of particular groups such as

people with disabilities

people from culturally and linguistically diverse backgrounds

Aboriginal and Torres Strait Islander people

women

young people

older people

people in rural and remote locations

Assessment methods suitable for valid and reliable assessment of this competency may include but are not limited to a combination of or more of

case studies

portfolios

projects

questioning

scenarios

authenticated evidence from the workplace andor training courses

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments


Range Statement

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.

Stakeholders may include:

all those individuals and groups both inside and outside the organisation that have some direct interest in the organisation's behaviour, actions, products and services such as:

users of the human resource service

employees at all levels of the organisation

other public sector organisations

inter-agency forums

union and association representatives

boards of management

government

Ministers

Organisational designrefers to:

the process of constructing and changing an organisation's structure, systems or work processes to maximise use of resources to achieve the organisation's strategic goals

Internal and external factorsmay include:

changes in stakeholder requirements

changes in technology

findings from internal data gathering exercises

reviews of organisational vision

industry trends

restructure

amalgamation

changes in government priorities

Legislation and policy may include:

Commonwealth and State/Territory legislation including equal employment opportunity, privacy legislation, anti-discrimination and employment law

national and international codes of practice and standards

organisational policies and practices

environmental and sustainability practices

government policy

codes of conduct

codes of ethics

public sector standards

security policies and procedures

Organisational design strategiesmay include:

flattening the organisational hierarchy, increasing the autonomy of individual business units

decentralisation

devolution of authority

outsourcing

work re-organisation