PESTELI Analysis is a useful tool for understanding the “big picture” of the environment in which you are operating, and the opportunities and threats that lie within it. This form of analysis can be undertaken by reviewing the organisational (external) environment using the PEST-analysis (sometimes known as STEP-analysis), extended to the PESTELI checklist described below. Undertaking this form of strategic analysis therefore is to diagnose the key issues that the organisation needs to address. In particular, assessing the impact of political, economic, socio-cultural, environmental and other external influences upon health care policy, proposals and organisational programmes is becoming a recognisable stage of health service strategic development and planning mechanisms. Recent political and economic developments and associated changes in the practice and delivery of health and social care have led managers and professionals to recognise the importance and links between problem solving and decision-making skills. Using the organisation's computer resources to seek out, access or send any material of an offensive, obscene or defamatory nature is prohibited and may result in disciplinary action.The impact of political, economic, socio-cultural, environmental and other external influences Understanding Organisations: The impact of political, economic, socio-cultural, environmental and other external influences A breach of this policy is grounds for disciplinary action, up to and including termination of employment. No employee is to commence work, or return to work while under the influence of alcohol or drugs. Example 1: Occupational health and safety The policy should also contain procedures to support the policy in its operation, such as the implications for not complying with the policy. For example, if you have a policy relating to punctuality, you may need to include a procedure outlining what to do if the employee is going to be late. The policy may also need to contain information about what to do if it is not possible to follow the policy. For example, does it only apply to employees of the company or to contractors and sub-contractors engaged to perform work on business premises? This is particularly important, for example, with occupational health and safety which covers everyone in the workplace. For example :Īn individual shall be deemed to be under the influence of alcohol if he/she exceeds a blood alcohol level of 0.05% (0.02% for heavy vehicle drivers).īe clear about who the policy applies to. You may wish to include specific examples to illustrate problem areas or unacceptable types of behaviours. The policy should explain what is acceptable and unacceptable behaviour in the workplace. Define key terms used in the policy at the beginning so that employees understand what is meant. Many routine matters can be dealt with through simple workplace procedures and processes being put in place.īe explicit. Not all workplace issues require a policy. A policy may also be required where there is a diversity of interests and preferences, which could result in vague and conflicting objectives among those who are directly involved. The length of the policy may vary depending on the issue it addresses.Ī policy may allow discretion in its implementation and the basis of that discretion should be stated as part of the policy. The statement of purpose should be written in simple terms, free of jargon. Well written policies help employers manage staff more effectively by clearly defining acceptable and unacceptable behaviour in the workplace, and set out the implications of not complying with those policies.Ī workplace policy consists of a statement of purpose and one or more broad guidelines on action to be taken to achieve that purpose. Workplace policies often reinforce and clarify standard operating procedure in a workplace. It communicates an organisation’s values and the organisation’s expectations of employee behaviours and performance. A policy is a statement which underpins how human resource management issues will be dealt with in an organisation.
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