For this Meeting Compare and contrast mission and vision statements: Prepare a short presentation (5 Mins) on your organisation’s mission and vision statements Rationale Values Aims and Objectives Working in your table groups please discuss
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.