Organizational culture

doi:10.1017/CBO9780511642135.014

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12 - Organizational culture

Edited by

Paul Wicker and

Brian Smith: Affiliation:
Edge Hill College of Higher Education, Ormskirk
Paul Rawling: Affiliation:
Edge Hill College of Higher Education, Ormskirk
Paul Wicker: Affiliation:
Edge Hill College of Higher Education, Ormskirk
Chris Jones: Affiliation:
Edge Hill College of Higher Education, Ormskirk

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Summary

Key Learning Points

Identify the issues relating to ‘culture’ within an organization and team
Understand how the concept of culture can be applied to an organization and team
Understand the unwritten rules
Understand how culture can be influenced
Develop self-awareness within a leadership role

Introduction

There are several keys to successful leadership. One is an understanding of the critical role culture plays, particularly when implementing change and promoting innovation. Another is an awareness of how culture can be manipulated to promote a more effective and receptive learning environment. However, cultural manipulation is not easy. Furthermore, the concept is hard to define, analyse and measure (Schein 1997). The aim of this chapter is to challenge personal views about culture within both the organization and the team; uncover some of the unwritten rules; reflect on the links between culture, change management and leadership; and provide some tips for success and for empowering the development of effective leadership skills. To support the translation of theory to practice, a reflective model to aid cultural awareness will be proposed.

Throughout the chapter, reflection points have been included to aid self-awareness. The information in the boxes will allow reflection on the context of the text in terms of personal experience and position on the leadership learning continuum.

Information

Type: Chapter
Information: Core Topics in Operating Department Practice
Leadership and Management
, pp. 89 - 106

DOI: https://doi.org/10.1017/CBO9780511642135.014 [Opens in a new window]

Publisher: Cambridge University Press

Print publication year: 2009

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