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Page 1: Introduction

This page introduces the T-Level Technical Qualification in Management and Administration (Level 3). It sets the context for the upcoming discussions on organisational culture and values, which are critical in shaping business practices.

Page 2: Learning Objectives

The session aims to equip learners with specific competencies, such as:

• Defining organisational culture and values.

• Understanding the importance of these elements in organisations.

• Analyzing their impacts on stakeholders.

• Exploring the reasons for diverse organisational cultures.

• Discussing strategies for organisational culture change and identifying barriers.

• Reviewing methods to reinforce culture and values both internally and externally.

Page 3: Understanding Organisational Culture

Definition: Organisational culture refers to the collective values, beliefs, and assumptions that dictate how individuals behave within an organisation. It includes expectations for behaviour, decision-making processes, and operational procedures.

Page 4: Organisational Values

Definition: Organisational core values are fundamental principles guiding the company's actions. They should:

• Remain uncompromised.

• Define success in clear terms.

• Differentiate the business from competitors.

• Set behavioural expectations for employees.

Page 5: Types of Organisational Culture

Organisational culture helps in establishing a unique identity within its sector, guiding employees on:

• Who they are as part of the organisation.

• The nature of their work.

• Shared histories and narratives that define the organisation's past performance. A strong culture is recognized through consistent branding and deeply embedded practices.

Page 6: Sources of Organisational Culture (1)

Culture often originates from the values of owners and managers, influencing leadership and management styles:

• Leadership styles influence decision-making and cultural expressions.

• There is no universally ideal culture; it is context-dependent.

Page 7: Sources of Organisational Culture (2)

Cultural aspects emerge from operational priorities:

• Regular routines define operational behaviours.

• Policies and procedures elucidate formal actions and expected behaviours. Various factors contribute to a unique cultural landscape in each business.

Page 8: Routines and Ways of Working

Regular routines shape the cultural identity:

• Differences in management visibility can reflect cultural health.

• The tone for expected behaviours is set by everyday practices.

Page 9: Policies and Procedures

Policies outline formal controls within the organisation:

• They dictate strict adherence to procedure and limit autonomy.

• Emphasis is placed on doing things correctly, without room for innovation.

Page 10: Rituals and Myths

Rituals and myths illustrate an organisation's culture:

• They include historical anecdotes and accepted behaviours.

• Rituals like team-building events reinforce cultural bonds but may clash with individual values.

Page 11: Symbolism in Culture

Symbolism provides cues about organizational culture:

• It includes professional attire, jargon, and status indicators.

• Symbols may create exclusivity, reinforcing a culture directed towards achievement.

Page 12: Organisational Structure

The structure of an organisation is a strong cultural indicator:

• Organisation can be tall or flat, affecting cultural dynamics.

• Structures emphasize management styles and decision-making processes.

Page 13: Power Structures

Power structure denotes power distribution:

• It includes how decisions are made and resources allocated.

• A competitive spirit may arise, requiring resilience and engagement from employees.

Page 14: Models of Organisational Cultures

Charles Handy identified four cultural models:

• Power culture

• Person culture

• Role culture

• Task culture These models explore the balance of power and motivation within an organisation.

Page 15: Power Culture

Characteristics:

• Dominated by one or a few individuals with centralized control.

• Characteristics include charismatic leadership and personal contact that dictate expected values.

Page 16: Person Culture

This culture focuses on supporting individual professional ambitions:

• The organisation exists primarily for personal development.

• It thrives in environments like law firms and universities, though management can be challenging.

Page 17: Role Culture

A bureaucracy-focused working style:

• Detailed policies and set job roles often govern operations.

• Its rigidity makes adapting to change difficult, prevalent in public sectors.

Page 18: Task Culture

Emphasizes project deliverance and collaboration via:

• Small, empowered teams.

• A focus on results and trust within the group context. It fosters an innovative working style.

Page 19: Impact on Local Stakeholders (1)

The culture and values directly influence local stakeholders:

• They dictate employee behaviour and align with customer expectations.

• Cultural norms help stakeholders identify with the organisation.

Page 20: Impact on International Stakeholders (2)

Cultural expressions must adapt to international settings to avoid misunderstandings:

• Cultural norms differ such as greetings, language, and gift exchanges, which could affect relationships.

Page 21: Necessity for Cultural Change

Cultural changes are often necessitated by external forces:

• Changes in market dynamics or product relevancy can dictate re-evaluation of cultural norms.

Page 22: Process of Changing Culture (1)

Successful cultural change requires committed leadership and clear communication:

• Senior leaders must model desired behaviours and consult stakeholders.

Page 23: Process of Changing Culture (2)

Engaging in a transparent and strategic manner helps implement cultural changes effectively:

• Requires long-term planning, employee involvement, and active measuring of progress.

Page 24: Barriers to Cultural Change

Embedded cultures may resist changes:

• Employees may feel threatened by new practices or technology.

• Overcoming these barriers involves careful management strategies and communication.

Page 25: Reinforcing Culture (1)

Reinforcing culture and values is crucial for alignment with organisational goals:

• Internal branding and communication keep cultural values consistent and visible.

Page 26: Reinforcing Culture (2)

Employee behaviours should reflect organisational values:

• Initiatives like onboarding, celebrating achievements, and providing development programs can enrich the culture.

Page 27: Session Summary

The session reviewed key elements, including definitions, importance, impacts on stakeholders, and processes of cultural change, alongside methods for reinforcing culture and values within organisations.

Page 28: Questions and Closing

The session concludes with an invitation for any questions regarding T-LEVELS and their significance in education and training.