For this MeetingCompare and contrast mission and visionstatements:Prepare a short presentation (5 Mins) on yourorganisation’s mission and vision statements

Rationale Values Aims and Objectives Working in your table groups please

discuss

Organisational Cultures and attitudes

• Define the term Organisational culture

• Identify types of organisational culture

• Discuss the Link between organisational culture and the impact of change

Vision and

Mission

Strategic

Tactical

Operational

CustomersTimescale

Long term

Governing Body and

Appropriate staff 3-5 years

Senior staff and

team leaders

Policy

1-3 years

Deployment and development of staff

Involvement

All Staff

Budgets

All Staff 6-18 Months

Davis and West-Burnham 1990

Organisational Culture

Give examples from your

Organisation

Organisation Culture

History

Structures

Values

People

Environment

CulturalArchitects

Vision&

Mission

Internal&

External

definition….

“Organisation culture is the emergent result of the continuing negotiations about values, meanings and

proprieties between the members of that

organisation and with its environment.”

Seel (2000)

http://www.new-paradigm.co.uk/culture-complex.htm

What is Organisational Culture

“The Way we do things around here”

But more complex than that:“People’s actions in organisations are not

always‘their own’ but are largely influenced by thesocialisation processes of the specific culture

towhich they belong”Fons Tropenaars (2001)

Culture….

Is it something that an organisation is or has?

Is: absolute: an organism, Prison, School, College, Band

Has: Relative: is peculiar to sets of variables

Schein (1985)

‘(Culture) is a pattern of basic assumptions- invented, discovered, or developed by a given group as it learns to cope with problems…that has worked well enough to be considered to be valid and, therefore, to be taught to new members as the correct way to receive, think and feel in relation to those problems.’

Isabsolute

Has(relative)

Participation

Reification

meaning

worldexperience

negotiation

Based on Wenger E (1998) Communities of Practice Cambridge; CUP p. 63

living in the world

membershipacting

interacting

mutuality

forms

points of focus

documentsmonuments

instrumentsprojection

Types of Organisational Culture

(Handy et al) Role Cultures – are highly formalized, bound

with regulations and paperwork and authority and hierarchy dominate relations.

Task Cultures – are the opposite, the preserve a strong sense of the basic mission of the organisation and teamwork is the basis on which jobs are designed.

Power Cultures – have a single power source, which may be an individual or a corporate group. Control of rewards is a major source of power.

Handy

points out that these types are usually tied to aparticular structure and design of organization.

A role culture has a typical pyramid structure.

A task culture (Distributed Leadership) has flexible matrix structures.

A power culture has a web–like communication structure.

Other Types

• Fear• Club• “Can do”• Blame• Compliance• “Long Hours”• “High Tech”• Others…?

Culture and SuccessDeal and Kennedy (1982)

Values – the beliefs that lie at the heart of the corporate culture.

Heroes – the people who embody values.

Rites and rituals – routines of interaction that have strong symbolic qualities.

The culture network – the informal communication system or hidden hierarchy of power in the organization.

Personal Responsibility

Victim

Rescuer

OWNERSHIP – we must recognise we choose to be victims

PersecutorBudget

Time

HeadLuck

Competition

Preparation for Failure

Practising to fail

Working out excuses early on

“It’s still not me - now it’s your fault”

“Now it’s the government’s fault”

“Now it’s legislation's fault”

“It’s the mergers fault” “The IT

let’s me down”

The facts are the facts. Our reaction to the facts is the key.

Where are we now on the Change Curve?

FaceReality – the brutal facts

Change

The Pit

Denial

Blame/victim

Rock Bottom

Energy

AngerMomentary relief Take

some small steps and keep going

Time

Well Being

Aspects of Motivation

Task:Identify aspects of working for and in anorganisation that may be considered as:

• Motivating factors• De-motivating factors

Motivation

What is your style of leadership?

Affiliative Leadership

Coaching Leadership

Democratic Leadership

Authoritative Leadership

High on social

leadership but

low on task

leadership

High on task and

social behavioursBut used

least often as time-

consuming

Used with ‘experienced

followers’Close to

delegation

High on task, but low

on social leadership.Leader is ‘expert’Can be warm & friendly

The Context of Leadership and Management

Homework…check out your leadership style

and Perspectives on leadership http://forms.ncsl.org.uk/mediastore/image2/lgresources/lskills/bbcpl/ncsl.htm

Unlikely but TrueOnce upon a time it was resolves to have a boat race between a teachers’ team and a team representing the senior leadership. Both teams practised long and hard to reach their peak performance. On the big day they were as ready as they could be. The Teachers’ won by a mile!Afterwards the leadership team became very discouraged by the result and morale sagged. Senior leadership decided that the reason for their crushing defeat had to be found and a working party was set up to investigate. They instructed the Professional Group to write a report PRR (Post Rowing Report) recommending appropriate action.Their conclusion was that the teachers’ team had 8 people rowing and one person steering, whereas the senior leadership team had eight people steering and one person rowing.Senior leadership immediately hired a consultancy company to conduct a study on the team’s structure. Millions pf pounds, half a ton of research reports and several months later they concluded that ‘too many people were steering and not enough rowing’.To prevent losing to the teachers’ next year, the team structure was changed to three ‘assistant steering managers’, three ‘Steering Managers’, one ‘Executive Steering Manager’ and a ‘Director of Steering Services’. A performance appraisal system was set up to give the person rowing more incentive to work harder. The next year the teachers’ won by two miles. The senior leadership team laid off the rower for poor performance, and sold off all the paddles, cancelled all capital investment for new equipment and halted the development of a new canoe. The money saved was used to fund higher than average performance related pay awards to senior leadership team.