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1、OrganisationCulture&Intervention:Process,structureandre-structuring.QuestionsHowarecharacteristicsoforganisationalculturevariouslydescribed?Meritsandlimitationsofdescriptions?Themesandtensionsindebatesaboutorganisationculture.Hardstructure&technicalsystemsvs.softhumanisticconcernsQuestionsWh
2、atis"organisationaldevelopment"(OD?)Whatmodelscanbedefinedandhowdotheseshapeunderstandingoforganisationalchange?Whatissuesfacea"changeagent"-someoneactingasanODconsultant/player?What"pearlsofwisdom"wouldyouoffersomeoneinitiatinganODprogramme-takingtheirfirststeps?SoftsystemsValuesInteraction
3、sCommitmentsMotivationsLoyaltiesPerceptionsLeadership&teamsCommunicationHardsystemsPoliciesProceduresSystemsPerformancesTechnologiesEfficienciesChange,improve,performbetter,re-orientate,lead,trimyoursails,bedifferent,differentiateproducts/servicesandcostsInterventionstochangesoftcultureR.H.K
4、ilmann1985,inHarveyandBrown,1992Theorganisationitselfhasaninvisiblequality-acertainstyle,acharacter,awayofdoingthings-thatmaybemorepowerfulthanthedictatesofanyonepersonoranyformalsystem.Tounderstandthesouloftheorganisationrequiresthatwetravelbelowthecharts,rulebooks,machines,andbuildingsinto
5、theundergroundworldofthecorporatecultureWhatisacorporateculture?asystemofsharedvaluesandbeliefswhichinteractwithanorganisation’speople,structureandsystemstoproducebehaviouralnorms-“thewaywedothingsaroundhere”. e.gSackmann,1989:Walck,1989Whosenorms?Sharedorbasedondominantpowersourceand/oride
6、ology?Otherpointson“culture”Profitvs.not-for-profitorganisations(NPOs)sub-culturesintheorganisationwhichdifferorconflictIsmanagementstyle&corporatecultureakey"success"factorinfluencingsurvival?modesofmembershipandcommitment?communicationandleadershipbehaviour?problem-analysisanddecision-maki
7、ngfortheentiresystem?Theinfluenceof“corporateculture”legitimisationofpurposeandcontrolgivesmembersasenseofwhattodo,howtobehaveandwhatprioritiestofocusonhelpsmembersbridgethegapbetweenformaldirectivesandhowtheworkactuallygetsdoneenables“supervisiona
