NAME
XXX
DEGREE
BA (Hons) Leadership and Management
SUPERVISOR Paul Leonard TITLE
Assessing & developing organisational culture within an Organisation undergoing service transformation.
DATE
August 2011
CAMPUS
Newcastle – City Camus
STUDENT No XXX Dissertation submitted in partial fulfilment of the requirements of the BA (HONS) LEADERSHIP AND MANAGEMENT BY PART TIME STUDY of Northumbria University
DECLARATIONS I declare the following:(1) that the material contained in this dissertation is the end result of my own work and that due acknowledgement has been given in the bibliography and references to ALL sources be they printed, electronic or personal. (2) the Word Count of this Dissertation is: 10,645 (3) that unless this dissertation has been confirmed as confidential, I agree to an entire electronic copy or sections of the dissertation to being placed on Blackboard, if deemed appropriate, to allow future students the opportunity to see examples of past dissertations. I understand that if displayed on Blackboard it would be made available for no longer than five years and that students would be able to print off copies or download. The authorship would remain anonymous. (4) I agree to my dissertation being submitted to a plagiarism detection service, where it will be stored in a database and compared against work submitted from this or any other School or from other institutions using the service. In the event of the service detecting a high degree of similarity between content within the service this will be reported back to my supervisor and second marker, who may decide to undertake further investigation which may ultimately lead to disciplinary actions, should instances of plagiarism be detected. (5) I have read the University Policy Statement on Ethics in Research and Consultancy and the Policy for Informed Consent in Research and Consultancy and I declare that ethical issues have been considered and taken into account in this research.
SIGNED: 1 .......................................................... DATE: ................................................................
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ACKNOWLEDGMENTS
I would like to acknowledge and thank my Project Supervisor, Paul Leonard for the continued support, guidance and direction he has provided throughout the duration of the Professional Project.
I would also like to acknowledge and thank the academic team within the Corporate Management Development Centre at Newcastle Business School for their on-going support and guidance in relation to the development of this Professional Project.
Within XXX I would like to acknowledge the support and guidance received from XXX.
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EXECUTIVE SUMMARY
STUDENT NAME
XXX
DEGREE
BA (Hons) Leadership and Management
DISSERTATION SUPERVISOR Paul Leonard DISSERTATION TITLE
Assessing & developing organisational culture within an organisation undergoing service transformation.
DATE
August 2011
KEYWORDS
Organisational Culture Organisational Change Culture Management Environmental Climate
Organisational culture is an important and emerging area within modern leadership and management practice, playing an integral role in the way organisations operate and perform both operationally and strategically through the culture dynamics and overall collectiveness that exists. The process is diverse and dynamic, with Deal and Kennedy (1982) defining culture simply as ‘the way we do things around here’.
The research seeks to assess and develop organisational culture within an organisation environment which is undergoing transformation. The overall aim being to identify the existing and potential prevailing culture within the operational service area and ascertain whether the culture can be adapted to meet future operational and strategic business plans, whilst increasing quality, productivity, cost savings and service delivery.
Within the fast paced and competitive healthcare operating environment, people are always central to the operational and strategic focus of the business. However, during times of change the workforce ‘buy-in’ is significantly minimised due to low morale and negativity, this indicator and potential barrier increases the emphasis for a positive and reactive organisational culture that can adapt to change.
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The author endeavours to provide the reader with awareness and understanding of organisational culture within the public sector, particularly within the context of a drastically changing XXX. Whilst also exploring the future possibilities and opportunities for developing organisational culture through effective service improvement recommendations.
The author researched and explored theory that surrounds culture, focusing on what culture ‘really is’ and its meaning in the corporate context, in support, Marshall and McClean (1988) states organisational culture represents a collection of traditions, values, policies, beliefs and attitudes that constitute a persuasive context for everything we do and think in an organisation. Culture exists within every organisation and contributes to the way an organisation operates and its employees perform. In contrast, the author acknowledges that the visible characteristics and dynamics of an organisation can reveal high levels of insight into how it operates and performs in its given operating environment and market, Louis (1983) claims culture determines what will be noticed and what will be excluded from perception. The literature review allowed the author to confirm the wider awareness that culture relates to the intangible aspects of the way employees relate to and experience different situations and change within an organisation.
The origins of culture are diverse and often unidentifiable and can often originate from many sources that exist internally and externally, furthermore, the author explored culture management hand the role of culture during organisational change, exploring key literature from Holbeche and Stacey. In contrast, the author reviewed literature associated with performance, commitment, external influences and also the wider environmental climate, Williams (1995) argues that culture is partly unconscious, historically based and learned. In summary, the author developed interest specifically in researching how leaders and managers have a strong and influential role to play in ensuring organisational culture is managed and developed effectively in accordance with organisational requirements.
The methodology gave an appropriate structure and approach to the research, including integrating critical evaluation and reflection of alternative research strategies and methods into the core meaning of the project.
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The way research is philosophically considered and approached is integral to ensure that research is relevant and appropriate, in support, Saunders et al (2008, pp. 600) define philosophy as development of knowledge and the nature of that knowledge, the extraction of meaningful and accurate findings to support improvement recommendations was essential.
The importance of comprehensive research holds significant relevance in developing leadership and management practice, Tranfield and Starkey (1998) state research should complete a virtuous circle of theory and practice. The author selected a combination of quantitative and qualitative questioning, additionally an awareness and knowledge and opinion and attitude data focus was linked to the qualitative questioning. The use of stratified sampling was applied in the analysis process to maintain consistency and diversity within the sample population. The research philosophy had a critical role in shaping the perception of research topic and additionally resulting in the adoption of an approach which allowed the creation of a suitable methodology.
The area of culture is diverse and dynamic, although culture has a strong philosophical foundation, the findings identified meaningful and realistic evidence which could be reviewed and analysed.
The application of quantitative questioning demonstrates a set of specific findings, firstly culture is well considered in XXX with evidence of consistent agreement suggesting the underlying culture is strong, supported by Marshall and McClean (1988). However, evidence suggests that many factors influenced the culture within XXX and the associated complex operating models and environment, additionally; the author considered that culture is rarely managed effectively or consistently in operational and strategic business areas, linking directly to Rollinson’s (2008) theory. Finally, the findings realised that the organisation is a complex operating model to change, which is often restrictive and not readily reactive to change, applying Schein’s (1992) theory to underpin organisational resistance.
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In contrast, qualitative questioning was effective in realising that support and development is evident in XXX corporate environment, however theory by Smircich (1983) emphasises the need for relevant and timely responses within the corporate context. In contrast, it was highlighted that performance and commitment are generally very weak, similarly, findings focused on employee opinion and their insight into workforce relations and service delivery are consistently negative.
As XXX operates in a dynamic operating environment, the ability to react and foresee factors which influence operational and strategic activity is essential for service delivery. The awareness that leaders and managers possess of key priorities and initiatives is poor, especially relating to XXX and the XXX guidance, therefore the author recommends that awareness must be significantly increased through the use of effective communication, drawing upon theory from Holbeche and Schien.
Similarly, the general approach to change within XXX is unstructured and lacks objective, especially during localised change programmes and initiatives. The Trust has an absence of employee consultation before and during transformation and development projects, which decreases the level of workforce ‘buy-in’ to the projects underlying philosophy and aims. The author intends to introduce a ‘change consultation’ charter to develop awareness and structure within the culture.
In contrast, the findings report culture management appears to be reactively focused, dealing with workforce culture issues when they arise. The author intends to focus culture management approaches on preventative thinking and introduce an awareness workshop for first line managers in the organisation, with the core aim of increasing understanding. Additionally, the author intends to integrate discussion on culture origins into multi-disciplinary focus groups and management meetings to develop critical understanding of workforce relations.
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TABLE OF CONTENTS
Title Page Declaration and Word Count Acknowledgements Executive Summary Contents Page List of Figures / Tables CHAPTER 1 1.1 1.2 1.3 1.4 1.5
2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11
13 14 15 16 17
LITERATURE REVIEW
Introduction to Literature Review What is Organisational Culture? Importance of Organisational Culture What factors influence Organisational Culture? Culture Management and Communicating Strategic Vision The role of Organisational Culture in Organisational Change Organisational Culture in the Corporate Context Organisational Culture and High Performance / Commitment Diagnosing the Organisational Climate and Environmental Context Conclusion of Key Themes Literature Review Chapter Summary
CHAPTER 3 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11
INTRODUCTION AND ACADEMIC OBJECTIVES
Project Rationale Organisation Introduction Current Situation Academic Aims and Objectives Outline of Chapters
CHAPTER 2 -
Page 1 2 3 4 8 10
19 19 20 21 22 24 26 28 30 30 32
METHODOLOGY
Introduction to Methodology Defining Research Research Philosophy and Approach Research Strategy and Data Collection Research Methods and Techniques Research Sampling and Piloting Data Analysis Research Validity Research Limitations Research Ethics Methodology Chapter Summary
34 34 35 38 39 40 41 42 42 43 44
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CHAPTER 4 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13
Introduction to Findings and Results Initial Assessment of Findings and Results Q 1 Analysis – Importance of Organisational Culture Q 2 Analysis – Factors Influencing Organisational Culture Q 3 Analysis – Culture Management and Communication Q 4 Analysis – Organisational Culture during Organisational Change Q 5 Analysis – Organisational Culture in Corporate Context Q 6 Analysis – Organisational Culture and Performance / Commitment Q 7 Analysis – Organisational and Environmental Climate Q 8 Analysis – Culture Origins within XXX Q 9 Analysis – Workforce Influences on Organisational Culture Q 10 Analysis – Supporting Workforce Views / Feedback Findings and Analysis Chapter Summary
CHAPTER 5 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8
45 45 46 48 50 52 54 56 58 60 62 64 64
SYNTHESIS AND CONCLUISIONS
Introduction to Synthesis and Conclusion Review of Project Objectives Discussion of Findings Key Themes and Conclusions Summary Research Process Limitations Summary Future Research Reflection Future Research Applications Synthesis and Conclusions Chapter Summary
CHAPTER 6 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8
FINDINGS AND ANALYSIS
66 66 66 67 69 69 69 70
RECOMMENDATIONS
Introduction to Recommendations Organisational Improvement Approach Organisational Recommendations – Culture Influences Organisational Recommendations – Culture Change Organisational Recommendations – Culture Management Implementation of Recommendations Application of Recommendations Recommendations Chapter Summary
72 72 73 74 74 75 76 76
References Bibliography
77 82
APPENDICES -
84
A) B) C) D) E) F) G) H) I)
Reflective Statement Research Questionnaire Recommendation Commercial Plan Recommendation Implementation Plan Recommendation Risk Management Plan MCI Competence Self Assessment Tool Johari Adjective List Self Assessment Tool Personal Development Plan Project Guidance Process Portfolio
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LIST OF FIGURES & TABLES FIGURES Reference & Description
Page
Figure 1 – XXX Strategic ‘Pyramid’
15
Figure 2 – Leadership & Management Focus Model
23
Figure 3 – Change & Disruption Recovery Model
25
Figure 4 – Schein’s Organisational Culture Model
27
Figure 5 – Research Onion
36
Figure 6 – Sample Population Response Analysis Graph
45
Figure 7 – Question 1 Workforce Results Graph
46
Figure 8 – Question 1 Staff Group Breakdown Results Graph
47
Figure 9 – Question 2 Workforce Results Graph
48
Figure 10 – Question 2 Staff Group Breakdown Results Graph
49
Figure 11 – Question 3 Workforce Results Graph
50
Figure 12 – Question 3 Staff Group Breakdown Results Graph
51
Figure 13 – Question 4 Workforce Results Graph
52
Figure 14 – Question 4 Staff Group Breakdown Results Graph
53
Figure 15 – Question 5 Workforce Results Graph
54
Figure 16 – Question 5 Staff Group Breakdown Results Graph
55
Figure 17 – Question 6 Workforce Results Graph
56
Figure 18 – Question 6 Staff Group Breakdown Results Graph
57
Figure 19 – Question 7 Workforce Results Graph
58
Figure 20 – Question 8 Workforce Results Graph
60
Figure 21 – Question 9 Workforce Results Graph
62
Figure 22 – Change Kaleidoscope Framework
72
Figure 23 – Lewin’s Change Management Model
75
Figure 24 – Transformation Curve: Positive Change Journey
76
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TABLES Reference & Description
Page
Table 1 – Quantitative and Qualitative Approaches Comparison Table
37
Table 2 – Deductive and Inductive Approaches Comparison Table
37
Table 3 – Research Data Type Comparison
38
Table 4 – Benefits & Limitations: Interviewing / Focus Groups
39
Table 5 – Benefits & Limitations: Questionnaires
40
Table 6 – Benefits & Limitations: Stratified Sampling
41
Table 7 – Sample Population Response Breakdown
45
Table 8 – Question 1 Primary Research Data Results
46
Table 9 – Question 2 Primary Research Data Results
48
Table 10 – Question 3 Primary Research Data Results
50
Table 11 – Question 4 Primary Research Data Results
52
Table 12 – Question 5 Primary Research Data Results
54
Table 13 – Question 6 Primary Research Data Results
56
Table 14 – Question 7 Primary Research Data Results
58
Table 15 – Question 8 Primary Research Data Results
60
Table 16 – Question 9 Primary Research Data Results
62
Table 17 – Personal SWOT Analysis
86
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CHAPTER 1
INTRODUCTION AND ACADEMIC OBJECTIVES
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CHAPTER 1 – INTRODUCTION 1.1 Project Rationale
This research seeks to assess and develop organisational culture within XXX. It aims to identify the existing and potential prevailing culture within a service area and whether the culture can be adapted to match the operational and strategic business plans, whilst increasing quality, productivity, cost savings and service delivery.
The author endeavours to provide the reader with awareness and understanding of organisational culture within the public sector, particularly a changing organisational environment. Whilst exploring the possibilities and opportunities for developing organisation culture through effective improvement recommendations.
Organisational culture is a significant underpinning factor within any organisation; playing a huge part in the way an organisation operates and performs both operationally and strategically through the internal culture that exists. Deal and Kennedy (1982) define culture simply as ‘the way we do things around here’. However the formation of an underlying and prevailing culture is linked to a belief that culture is to an organisation what personality is to an individual. It is the distinctive collection of beliefs, values, work styles and relationships that distinguish one organisation from another, Harrison and Stokes (1992).
The process of organisational change has significant influence over an organisation’s culture, often change is the most likely factor for culture change. Kotter (1990, p. 26) confirms that leadership practices inevitably produce change, however the leadership style and approach which leads and implements the change is critical to maintaining and developing an organisational culture fit for purpose. Organisational change in contrast, can create a range of contributing factors which influence culture in a positive and negative light. Although it is known that culture has a strong effect on people’s behaviour, management’s interest is less likely to be promoted by curiosity about why this happens, than the possible bottom-line effects on the commercial or financial
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performance of an organisation, according to Rollinson (2008, p. 600). Luthans (1995) argues that cultural strength is a function of two factors; sharedness of core organisational values and beliefs and intensity to the commitment of the shared values and beliefs.
The importance of culture within the public sector is a contemporary area for consideration, especially as current comprehensive business reviews, change and reductions are taking place. Reigle (2001) considers culture as an important factor in innovation, job satisfaction, organisational success and overall team effectiveness. Reigle also summaries the importance of culture within the corporate environment, however the importance of a positive organisational; culture spans beyond just individuals and teams. Mullins (1993) confirms organisational culture, consisting of values; beliefs and attitudes have a significant impact on the effectiveness of organisational processes.
1.2 Organisation Introduction
XXX (TTT ) is an organisation with an operating budget of £270 million, over 7000 employees, 350,000 patient contacts annually and also covers the largest geographical area nationally than any other trust, this presents significant challenges in relation to organisational culture.
The Medicine & Emergency Care Business Unit incorporates the Psychiatry of Old Age Service, providing inpatient, community and day based assessment, monitoring and treatment of elderly patients aged over 65 years. The service is at the start of a large scale development. The service development involves the whole service, including community, day care, in-patient and specialist teams, overall 250 staff will be affected by the change and it is therefore essential that a transformational based culture is maintained to continue high standards of service delivery throughout.
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Patient Vision Here for You
Mission Helping people to attain the quality of health they choose and aspire to
Strategic Objectives From Good to Excellent Contributing our Personal Best Modern and Effective Healthcare High Quality Care
Business Units Corporate Services Emergency Surgery and Elective Care Medicine and Emergency Care Clinical Support Children’s Services Directorate
Foundations Vision, Compact of Behaviours and Improvement Methodology Safe and Quality Care for All Standards of Service delivery to operate in the 90th percentile Deliver Excellent Satisfaction to our patients Capacity and Capability
Figure 1 – TTT Strategic ‘Pyramid’ Source: TTT Annual Report (2008)
1.3 Current Situation
The sector is under increasing pressure to change at a rapid pace due to environmental and political factors such as XXX Review was commissioned by the XXX in 2007, the principal aim being to transform the XXX into a organisation fit for the twenty first century, resulting in rigorous and comprehensive reviews of working practices to achieve performance outcomes relating to high quality patient centred care and service delivery. The programme of change has created significant levels of mandatory change for the XXX in a short space of time, for an institution which was often viewed as slow to react to change. Elsmore (2001, p. 7) confirms anguish and resistance is evidenced in uncertainty and change about the future.
The Transforming programme was commissioned by the Department of Health in 2010 outlined the complete re-configuration of the XXX . Within TTT ; this has resulted in the absorption of two Primary Care Trust’s, doubling the organisations revenue, number of employees and resource base. This significant change produced several key challenges, the Transforming Community Services report: enabling new patterns of provision (Department of Health, 2009 pp. 12) identifies that staff should
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be engaged and consulted throughout, this is a key theme in organisational culture, as organisations are abolished or / and merged, or alternatively downscaled or / and restructured.
Deal and Kennedy (1999) admit that downsizing, outsourcing or mergers have characterised, what was once effective leadership and management practice, into ineffective and undermined relationships and trust which has led to significant changes in organisational culture.
The on-going transformation is integral to enable patient centered services to be delivered effectively in the long term. Subsequently, the requirement for effective assessment and management of culture is essential to ensure successful transformation and also long term continuity of positive organisational culture can be maintained to enable excellent patient care, where there are both organisational and political drivers.
1.4 Academic Aims and Objectives
The aim of this study is principally to assess and develop organisational culture within an XXX Trust undergoing service transformation.
The research seeks to achieve the following objectives: 1. Undertake critical review and evaluation of literature relating to organisational culture, specifically within the public sector organisations with relevance during organisational change; 2. Discuss using a range of literature the importance of organisational culture including benefits and limitations; 3. Using primary and secondary research methods, incorporating qualitative and quantitative approaches to diagnose and assess culture within a functional area undergoing transformation; 4. Formulate conclusions from key themes identified and create SMART recommendations relating to developing culture within the organisation.
1.5 Outline of Chapters
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Literature Review makes a critical evaluation of, and demonstrate theories, frameworks and principles applicable to the author’s professional project using a wide range of literature sources.
Methodology supplies information regarding the planning, execution and evaluation of research methods to collect primary and secondary data and information. This chapter will also underpin ethical issues associated with research practices directly associated with this project.
Findings and Analysis provides an account of primary research findings, compared and contrasted against secondary research. The findings will then be analysed to demonstrate and prove awareness and understanding of the facts and principles acquired from the research process.
Synthesis and Conclusion combines relevant theories with data gathered to demonstrate awareness, understanding and application of the topic. The research project will be concluded by outlining key themes identified.
Recommendations clearly and concisely provides comprehensive and relevant recommendations for the planning, development and improvement of the named area in the context of the investigation; organisational culture.
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CHAPTER 2
LITERATURE REVIEW
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CHAPTER 2 – LITERATURE REVIEW
2.1 Introduction to Literature Review The literature review aims to make a critical evaluation of, and demonstrate application of the project to the relevant theories, frameworks and principles that exist. This academic insight underpins the aims and objectives, ensuring that review and evaluation can occur to support findings and inform recommendations.
2.2 What is Organisational Culture?
Organisational culture exists within every organisation and contributes to the way an organisation operates and its employees perform. The topic of organisational culture is diverse and intangible, and subsequently there is no universally accepted definition. Deal and Kennedy (1982) define culture simply as ‘the way we do things around here’; organisational culture is progressively becoming an ever emerging and apparent area within modern leadership and management practice.
The visible characteristics and dynamics of an organisation can reveal high levels of insight into how it operates and performs in its given operating environment and market. Marshall and McClean (1988) state that organisational culture represents a collection of traditions, values, policies, beliefs and attitudes that constitute a persuasive context for everything we do and think in an organisation. In comparison, Hofstede (1991) states that organisational culture represents the collective programming of the mind which distinguishes the member of one organisation from another. Similarly, both perspectives suggest that the constitution of individuals and the process in which the organisation operates has significant influence over culture within the organisation.
Within a corporate environment, organisational culture is widely viewed as a factor heavily influenced by behaviour. Williams (1995) confirms that culture is partly unconscious, historically based and learned. Similarly, Louis (1983) claims culture determines what will be noticed and what will be excluded from perception. This suggests that behaviour of individual employees and stakeholders contribute heavily
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to the formation of organisational culture through unconscious behaviour. The underlying assumption can be linked to the four stages of learning model developed by Maslow in the 1940’s, in which employees awareness and engagement levels at varying degrees of competency and consciousness have an effect on the surrounding culture.
The most accepted and widely recognised definition of culture is by Schein (1992, p.9), he states that organisational culture is a pattern of basic assumptions – invented, discovered or developed by a given group as they learn to cope with problems of external adaptation and internal integration, that has worked well enough to be considered valuable and, therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems. In summary, Schein outlines that culture is rooted into the organisation by groups of individuals, and their actions and behaviours which influence others.
2.3 Origins and Importance of Organisational Culture
The theory organisational culture originates from many factors that exist internally and externally, which are tangible and intangible. Holbeche (2006, p.177) demonstrates that culture is created during the course of social interactions and situations that occur in the organisation and its operating environment. Similarly, culture also has underpinning psychological and sociological origins, Watson (1987) suggests that how individuals cope with, or adapt to, problems and situations at work are part of maintaining his or her identity.
In contrast, Holbeche (2006, p.177) states culture is shaped by many factors, including mainly the societal culture in which organisations operate, its technologies, strategy, markets and competition. This view suggests that although social factors are the underpinning origins of culture, other competing factors within the internal and external operating environment provide different cultural influences over the way an organisation and workforce function.
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Furthermore, Trompennars (1994) outlines that the corporate culture that exists potentially originates from national cultures, this is particularly evident in transnational corporations where business operating methods are modified to suit the requirements of the country. However it is widely viewed that the corporate culture would be more dominant, Hofstede (1980) supports this and suggests that this approach give localised branch offices of a transnational corporation a familiar atmosphere with shared cultural values business-wide.
The importance of organisational culture is becoming an increasingly vital consideration for leaders and manager of today. Holbeche (2006, p.177) also confirms that an organisational culture provides an employee with continuity, this should not be underestimated, particularly when undergoing organisational transformation or change programmes. Mullins (1993) confirms the process of management takes place not in a vacuum, but within the context of the organisational setting, this raises the requirement for person centred leadership and management culture to be applied. In summary, the importance of creating and maintaining an organisational culture that is suited to the individual circumstances of the organisation and its employees is paramount.
2.4 Understanding Organisational Culture
Organisational culture is commonly theorised as a pervasive, eclectic, layered and socially constructed phenomenon that is generated through values, artefacts, structures and behaviour suggests Silvester et al (1999).
According to Schein (1992), the two main reasons why cultures develop in organisations are external adaptation and internal integration. External adaptation reflects an evolutionary approach to organisational culture, suggesting that cultures develop and persist by allowing organisations to survive. If the culture is valuable, then it holds the potential for generating sustained competitive advantage in the long term. Additionally, internal integration is an important function as social structures are required for organisations to exist. Organisational practices and processes are realised and learned through socialisation in the workplace, Schein focuses the basis of organisational culture on internal and external awareness and influence.
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Pettigrew (1990) outlines a powerful meaning of culture, however the underlying philosophical values that the culture was originally based upon can easily become overpowered or discounted within everyday operations, and this is a common occurrence within the public sector. Similarly, Meyer (1982) believes that organisational culture ideologies are manifested and sustained by beliefs, stories, language and ceremonial acts.
In contrast, French and Bell (1995) visually represent culture as an iceberg, with formal aspects such as goals, technology, structure, policies, procedures and resources being overt, with more informal aspects such as attitudes, feelings, beliefs and informal interactions being covert, beneath the surface. This theory outlines a wider meaning of organisational culture, from a practical and philosophical approach. However, in comparison Waterman (1982) believes that the emphasis on sharing values makes the difference between excellent and merely successful organisations, Nadler and Tushman (1989) support this view and make the link between values, culture and the norms of behaviour, but values are sometimes vague and norms are expected behaviours. Nadler and Tushman’s confirm Waterman’s views however support French and Bell’s view that culture is embedded with value based factors in addition to practical based norms such as procedure.
In summary, the key theme of organisational culture is deeply imprinted within organisations, and constructed through internal and external influences and factors, which have a significant influence on leadership and management practice.
2.5 Culture Management and Communicating Strategic Vision
The management of culture within an organisation is an important influence on the overall success of the business, Rollinson (2008) defines culture management as maintaining and making slight modifications to fine-tune an existing culture. The idea of culture management is essential and is integral that contemporary leaders and managers adopt an interest in culture management opportunities.
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The process of managing changes within organisational culture is both challenging and diverse, Rollinson (2008) states that this is because culture is so ‘deep rooted’ and creates high resistance to change. In comparison, Balbridge (1971) confirms that if a social system is fragmented by divergent values and conflicting interest groups, cultural changes become more predictable.
The significant challenge facing leaders and managers is how to understand cultural dynamics of organisations, which includes developed sub-cultures. Ogbonna (1993) states that while some behavioural changes result from culture change initiatives, it is highly unlikely to change deeper historical values and ethics. This suggests that although the culture is underpinned within the environment, it is inflexible and can present as a difficult area to augment without full understanding.
In comparison, Holbeche (2006, p. 178) states that the link between culture and power distribution in organisations usually means that power groups with vested interests within the organisation may be unwilling to abandon those beliefs and assumptions without consistent challenge. This behaviour and resistance is particularly evident during times of mass culture change, Ray (1986) confirms that one of the main functions of a culture may well be to enable people to resist change. These occurrences are evident when external economic and social environmental factors such as recessions occur, and create increased leadership and management challenges which require practical solutions, the author has referred to the below focus model.
Figure 2 – Leadership & Management Focus Model Source: Farey (1992)
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The corporate risks associated with culture change are high due to lack of understanding and structured implementation. Woodall (1996) argues that many attempts at cultural change are badly conducted and delivered and result in degradation of the workforce and raise questions about this ethical and moral basis of these initiatives. However, in contrast, Wilkins (1978) argues that leaders communicating the strategic vision provide substantial organisational energy and integrates operational functions towards one vision. This emphasises the need for clear communication throughout culture management, in addition to ensuring that the workforce and stakeholders understand the rationale through clear communication streams for culture change to support wider change programmes.
2.6 The role of Organisational Culture during Organisational Change
The constant requirement and pressure for organisations of all sizes to change and adapt to the external environment and competition is increasingly apparent. The role of organisational culture during change management programmes is influential, Holbeche (2006, p. 194) states that culture is the arena in which change effort is acted out.
The process of organisational change is a regular and consistent occurrence in many organisations; this is because of pressures and requirements that emerge within the external environment, recently the main driver is economical pressure for continued efficiencies. With any type of change, the culture is affected, Holbeche (2006, p. 194) states that culture change involves employees adapting and changing their behaviour. The requirement to incorporate and consider organisational culture is vital as the basis of organisational culture is underpinned by the workforce and planned organisational changes will impact upon them directly in many instances as individuals and groups. In support, Stacey (1999) confirms that change is happening in some form, at all times within organisational networks. The individual networks promote innovation and change through formal and informal dialogue and disagreement that creates and disperses new knowledge.
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The consequences of failing to incorporate culture into programmes of organisational change are significant, the change process must be managed effectively and take into consideration the current and proposed culture. Holbeche (2006, p. 195) states that ‘deliberate’ or ‘forced’ change can be difficult to achieve; this is mainly because the rationale for the change appears to be unjustified or poorly communicated.
However, a contributing factor to organisational change failure is also outlined by Holbeche (2006, p. 197) who states that many of the attitudes and behaviours of leaders and managers are critical. This results in less awareness and interest from the workforce, which impacts negatively on the proposed change model. In comparison, Hawk (1995) suggests that reward must be linked to change, as failure to do so communicates mixed messages to different individuals and groups.
Managing culture effectively during change is a critical part of leadership and management practice during organisational change. Increasingly, fast paced change without informed views and opinions of workforce and stakeholders can create several barriers such as resistance, low morale and negativity. Kotter (1990) states that increasing peoples willingness to change is less about increasing the pressure for change, and more focused on removing obstacles to allow for change, the author has referred to the below model to demonstrate to understand the workforce disruption and recovery culture of change programmes.
Figure 3 – Change Disruption & Recovery Model Source: Conner (1993)
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The process of managing any type or size of change is not an enviable task, Kotter and Heskett (1992) also suggest that such change is complex, takes time and requires leadership, which is something quite different from management. This is supported by Waterman (1994) who states that visible leadership and management and what they focus on can get things done. Organisational culture change can be managed using a four step process developed by Silverweig and Allen (1976): 1. Analyse Existing Culture – consists of an extensive survey and consultation with individuals to establish objectives for culture change. 2. Experiencing the Culture – opportunities to examine the existing culture and then participate in identifying the desired culture type. 3. System Installation – this is where the change process occurs, active participation of leaders is vital, as well as engagement and communication. 4. Ongoing Evaluation – the degree of change is assessed and other methods are used to reinforce the desired change.
Implementing communication and engagement initiatives during change can have a positive impact on culture, Holbeche (2006 p. 194) states that culture does lend itself to an approach that develops managers and staff as individuals, but collectively as a workforce which develops the organisation as a whole. This theory suggests that communication and engagement during change can enhance outcomes. Similarly, Cameron and Quinn (1998) support the view of implementing symbolic change as well as substantive change, as this can signal a ‘new future’. In summary, Seel (2000) suggests that leaders should move away from trying to change organisations and instead look at how we might help prepare for the change.
2.7 Organisational Culture in the Corporate Context
The application and understanding of organisational culture within the corporate context has influence on whether the culture is persuasive enough to influence the workforce. Organisational culture consists of shared values in an organisation - the beliefs and norms that affect every aspect of work life, from how people greet each other to how major policy decisions are made.
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The strength of culture determines how to behave in the organisation. The strength of culture can be linked to how identifiable it is, Hofstede (1998) believes there are no shared values at the core of a culture. Similarly, Smircich (1983) argues that organisations can change only the ‘variables’ that they possess, e.g. mission statements and corporate branding, not what the organisation ‘is’. In contrast, Senge (1999) suggests the development of values as ‘co-creating’, defining the values is only one part of the process, integrating them into day to day practice is the real challenge. This suggests that although in corporate environments cultural values and beliefs are not always apparent, integration is equally as significant.
The role of individuals within culture is significant, Rollinson (2008, p. 592) states the culture dynamics and information is carried in people’s minds, and they may be unaware they are doing so, however they are utilising information to interpret surroundings and reacting accordingly. In response, Schein (1990) developed a conceptualised model to demonstrate a ‘layered’ phenomenon to culture; Basic Assumptions – the innermost core of culture, a fundamental area taken for granted as people subscribe to the assumptions unconsciously. Values & Beliefs – the layer which demonstrates consciously held reasons or justifications for individual’s behaviour. Artefacts and Creations – the most highly visible area of culture, this is normally tangible factors such as office building and employees appearance.
Figure 4 – Schein’s Organisational Culture Model Source: Schein (1998)
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Culture consists of the shared values of an organisation, the beliefs and norms that effect work life and the wider environment, including how they react and behave in everyday situations and challenges. Handy (1993) developed a theory that organisation can be broadly classified into one of four types of culture, the formation of the culture depends upon many factors, however includes the organisations history, founders, size and market share. Power – individual’s activities and behaviour are strongly influenced by a dominant central figure, e.g. a CEO or Chairman. Role – individuals activities and judgements are strongly influenced by clear and detailed job descriptions and other formal signal processes. Task – the focus of activity is towards individuals completing a task or project using whatever resources and means are most appropriate. Person – individuals activity is strongly influenced by the wishes of the individuals who are part of the organisation, employee satisfaction is high.
2.8 Organisational Culture and High Performance / Commitment
The existence of an effective culture can have a strong impact upon workforce behaviour, which leads to increased productivity and efficiency, resulting in increased performance on an individual and organisational basis. Deal and Kennedy (1982) confirm that the impact of a strong culture on productivity is ‘amazing’.
Throughout leadership and management practice cultural barriers arise and create challenges in raising performance; especially relevant in times of change with unstable cultures. The Management Agenda (2003) by Holeche and McCartney states the symptoms of cultural barriers to high performance levels include: Lack of Shared Values – creates a lack of trust at all levels, which incorporates a lack of clear strategic vision and direction. Lack of Leadership – not considering the needs of employees seriously and offering little time to coach and support others within the organisation. Staff – lack of workforce diversity composition, and decrease in shared learning opportunities.
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Inappropriate Systems – use of performance management processes which can restrict the learning and development process, as well as internal communications. Harrison and Stokes (1992) consider that the concept of ‘changing’ organisational culture is limiting and restricting, however they suggest that strengthening and balancing the culture to be more effective, especially in terms of raising and maintaining levels of performance is increasingly more effective. Killman et al (1985) states three underpinning reasons for increased risk relating to high performance on the basis of organisational culture; Cultural Direction – the extent to which the culture helps achieve goals. Cultural Pervasiveness – the homogeneity of the organisational culture. Cultural Strength – the influence of culture on behaviour of individuals.
The cultural mix that is conducive to high performance is key to unlocking high levels of performance states Holbeche (2006, p. 201), in comparison effective leadership and management styles also play a significant role in strengthening and balancing the culture to enable high performance at all levels. In support, Kotter (1992) argues that leadership must be guided by a realistic vision of what kind of culture enhances performance. Similarly, Goldstein (1994) suggests that when self-organisation occurs it can release high performance in the corporate environment. This approach includes allowing individuals and groups to explore and understand boundaries in the work environment.
In summary, the culture that is created, developed and managed must have relevance and flexibility to meet the needs of the organisation. Killman et al (1985) states that to have an effect on performance, a culture needs to be appropriate to what the organisation seeks to achieve in the future. Similarly, Miller (1994) confirms that the characteristics of culture need to be structured and objectively linked to future performance, rather than the characteristics associated and linked to past organisational performance. This is a key consideration for constructing and developing organisational improvement recommendations.
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2.9 Diagnosing the Organisational Climate and Environment Context
The diversity and complexity of organisations presents many challenges that leaders and managers must appreciate and understand, Rollinson (2008, p. 689) defines organisational climate as how people experience and react to surroundings. Individuals within organisations are aware of multiple culture characteristics and attributes, meaning climate is a multidimensional phenomenon. The three theoretical models which are popular in the analysis of organisational climate were developed by Litwin and Stinger (1968), Payne and Phesey (1971) and Dastmalchian (1986). The key perceptions in the analysis of organisational climate include: Rules Orientation – whether behaviour is governed by rules and legislation. Sociability – the extent to which a team spirit exists. Rewards Orientation – whether effort is linked with reward and recognition. Questioning Authority – whether it is permissible to question judgement.
The above dimensions are used by individuals to describe and evaluate the organisation and its environment, the key factor in organisational climate is how individuals experience collective membership of the organisation in a rewarding and stimulating way.
2.10
Conclusion and Key Themes
In conclusion, organisational culture relates to the intangible aspects of the way that employees relate to and experience different situations and change within an organisation. It is widely accepted that organisational culture is the process that surrounds the life of an organisation.
Leaders and managers have a strong and influential role to play in ensuring that organisational culture managed and developed effectively in accordance with operational and strategic organisational requirements.
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In comparison, organisational culture deals with diverse organisational dynamics, in much the same way that self awareness and emotional intelligence deals with an individual’s personality. The specific subject themes that were identified are summarised by the author below: Organisational culture should be vital of importance for leaders and managers, and must be suited to individuals and organisational circumstances; this allows organisational members and stakeholders to influence the culture. Organisational culture is deep rooted within organisations and consists of internal and external influences, understanding of the current and proposed culture and its link to leadership and management practice is paramount. The process of culture management in corporate environments is challenging, meaning communication, engagement and consultation with individuals and other stakeholders about key issues is integral. Organisations can be difficult and complex to change; leaders and mangers should prepare organisations for change, and not radically or regularly augment. The change culture should be linked to visible leadership. Organisational culture in the corporate context is a critical factor in maintaining and developing a forward thinking organisational culture, the appropriate culture type should be identified and evaluated regularly. Organisations with high levels of performance are likely to be characterised by shared values and beliefs, the relevance and application of these values to the future operational and strategic requirements and targets is paramount.
In conclusion, the significance of organisational culture is an important factor in leadership and management practice. Schein (1993) confirms ‘the bottom line for leaders is that if they do not become conscious of cultures in which they are embedded, those cultures will manage them’. Leaders can shape and influence culture through the language that they use and the way they behave and react to diverse leadership situations that arise.
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2.11
Literature Review Chapter Summary
In summary, the literature review has allowed critical evaluation and reflection of core theories, frameworks and principles relating to organisational culture and its importance in leadership and management practice. Furthermore, several identified key themes support the formation of a methodology and in the later stages of the project, the creation of recommendations.
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CHAPTER 3
METHODOLOGY
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CHAPTER 3 – METHODOLOGY 3.1 Introduction to Methodology
The methodology details how the research process was undertaken, Saunders et al (2003, pp. 595) described the term methodology as the theory of how research should be undertaken, including the theoretical and philosophical assumptions upon which research is based and the implications of these for the research method or methods adopted. The chapter outlines the author’s chosen approach and rationale for the methodology including critical evaluation and reflection of alternative research strategies and methods. The methodology explores and demonstrates research limitations and validity, and additionally ethical considerations that were applied and considered throughout the project. In summary, the methodology provides a structured plan for approaching and managing the research process.
3.2 Defining Research
Research allows the understanding of basic everyday phenomena that occurs in business situations. Saunders et al (2009) define research as a process that people undertake in order to find out things in a systematic way, thereby increasing knowledge. In contrast, Maylor and Blackmon (2005) underpin research as a process that consists of a specific set and sequence of activities, with tangible and intangible inputs and outputs, such as information, time, resources and knowledge.
The ever changing nature of leadership and management practice requires sound judgement and decision making, Sekaran (1992) confirms that forward thinking organisations are increasingly undertaking systematic research to handle their operational and strategic activities. Similarly, Ghauri and Gronhaug (2010, pp.9) emphasise that decisions on important organisational issues cannot be made unless the information has been deeply researched to make an informed decision. Furthermore, Ghauri and Gronhaug (2010, pp.9) also argue that without research it is difficult, or impossible to answer organisational questions.
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The importance of comprehensive research holds significant relevance in developing leadership and management practice, Tranfield and Starkey (1998) state that research should complete a virtuous circle of theory and practice.
The application and evaluation of structured research allows for a sustained and increased level of organisational insight which results in sound awareness, workforce information and organisational improvement recommendations.
3.3 Research Philosophy and Approach
The way research is philosophically considered and approached was an integral consideration throughout the project to ensure that research is relevant and appropriate. Saunders et al (2008, pp. 600) define philosophy as development of knowledge and nature of that knowledge.
The research philosophy adopted contained important assumptions about how the author viewed the application and wider context of the topic; these assumptions underpinned the chosen strategy and associated research methods. Johnson and Clark (2006) confirm that awareness must be developed of the philosophical commitments made through the selection of a research strategy which has an impact on what we do and what we understand is being investigated.
This theory is heavily embedded in the authors chosen research topic and has strong underpinning philosophical elements which are unique to the given corporate situation; this is demonstrated within the Research Onion (below). Similarly, the author acknowledged and understood the outcomes would be more relevant and measurable if understanding was gained that assumptions must be examined and challenged to adjust leadership and management practice.
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Figure 5 – Research Onion Source: Saunders et al (2009)
The approach selected to conduct the research is an important element of research methodology, the level of clarity and direction within the early stages of the project provides an early indicator into the design of the research project. The author applied a 60/40 combination of quantitative and qualitative questioning to balance the findings and results generated from respondents.
Initially, the quantitative approach was applied, Saunders et al (2009) define quantitative data as numerical or quantified data, Crowther and Lancaster (2009) state this type of data is more objective and scientific than its qualitative counterpart, allowing statistical comparisons and benchmarking. However qualitative focused questioning was used in the later stages of the questionnaire to assess the views and opinions of the sample group.
In contrast, Saunders et al (2009) define qualitative data as a non-numerical and non-quantified method, similarly, Crowther and Lancaster (2009) confirm qualitative data is therefore associated with phenomena that cannot be, or is difficult to quantify, Crowther and Lancaster (2009) considered the outputs of qualitative research to be of more relevance and interest to management practitioners.
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The justification for the above outlined approach balance allowed for underpinning of numerical data, supported by individual views and opinions of the workforce sample to gain increased insight and understanding into the culture that existed within the sample zone of the organisation, this approach proved beneficial when informing and augmenting future leadership and management practice.
Comparison and Differences: Quantitative and Qualitative Approaches Quantitative Qualitative Emphasis on testing and verification Explorative orientation Logical and critical approach Holistic perspective Controlled measurement Interpretation and rational approach Generalisation by population membership Process orientated Result orientated Emphasis on understanding Table 1 – Quantitative and Qualitative Approaches Comparison Table Source: Ghauri and Gronhaug (2010)
The author’s primary aim was to develop and enhance culture, this suggested an inductive approach was potentially more productive, and Saunders et al (2009) define this as an approach where data is collected to develop theory. In contrast, a deductive approach was not suitable as no new theory was being created. However, the utilisation of deductive elements was incorporated to underpin and test the already existent hypotheses surrounding organisational culture.
Comparison and Differences: Deductive and Inductive Approaches Deductive Inductive Scientific principles Close understanding of the research context Moving from theory to data Understanding of human aspects of event The collection of quantitative data The collection of qualitative data A highly structured approach Less concern with the need to generalise Research independence around identified topic Realisation of researcher inclusion The operationalisation of concepts for clarity Flexible structure to permit changes Table 2 – Deductive and Inductive Approaches Comparison Table Source: Ghauri and Gronhaug (2010)
In summary, the research philosophy had a critical role in shaping the perception of research topic and additionally resulting in the adoption of an approach which allowed the creation of a suitable methodology which is directly linked to the objective elements of the project.
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3.4 Research Strategy and Data Collection
The author acknowledged that organisational culture is a unique and often complex theory which is heavily embedded philosophically, this presents as a challenge to use the limited existing research information and data in the subject area. The research process in a practical context is diverse and required a clear and consistent research strategy.
The author used primary data as the core method for collection, analysis and review to support the research; Saunders et al (2009) defined primary data as data collected specifically for the research being undertaken. The primary data collection allowed a more structured research approach, through the design and implementation of customised data collection.
Although secondary data is a powerful mechanism in many research areas, the method did not suit the aims and circumstances of the author as a researcher and would provide limited insight and findings into TTT ’s culture. Saunders et al (2009) defined secondary data as data used for a research project that was originally collected for another purpose.
Benefits & Limitations of Primary & Secondary Research Data Method Benefits Specific to project and research topic Broadens opportunity for findings Primary Data Increased knowledge and insight Tailored research outcomes and results Efficiency savings in time and money Facilitates international research Secondary Data Suggestion of data / research handling Broadens opportunities for conclusions
Limitations Limits international research process Heavy application of procedures Quality and scope of information Heavy time and resource requirement Differing study aims and objectives Uncertainty of accuracy of research Validity of conclusions and quality Accuracy of research and data Table 3 – Research Data Type Comparison Source: Ghauri and Gronhaug (2010)
The author indentified that the questionnaire should be linked to specific two primary data types; ‘attitude / opinion’ and also ‘awareness / knowledge’ to allow linkage between research and theory relating to culture, focusing on behaviour and situational perceptions and views of employees.
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The multi-method research approach enabled triangulation, which gave the methodology significant strength and the flexibility to capture the diverse views and opinions of a range of staff, through effective cross examination, which underpinned the workforce perceptions. In support, Saunders et al (2009) confirmed different research strategies are appropriate for different research objectives. Triangulation gave the strategy credibility in terms of the objectives set, and potential outcomes to form sound analysis and recommendations later in the project.
3.5 Research Methods and Techniques
The author considered primary research methods as the main research approach which was inductively focused and required the author to develop existing theory, instead of creating new theory.
The research method of interviewing and focus groups is a useful mechanism for research, this method would increase interaction and insight, the interviewing process would need to be semi-structured to allow for maximum participation and contribution which is interviewee orientated.
Benefits & Limitations: Interviewing / Focus Groups Benefits Limitations Provides rich information and data Absence of influence due to interview bias Highly relevant to research topic Lack of confidence to express views / ideas Customised research method and approach Can become very personalised and lose focus Produces original research findings Negativity can produce limitations in group Table 4 – Benefits & Limitations: Interviewing / Focus Groups Source: Easterby Smith et al (2008)
The author evaluated the above research method and considered it unsuitable for investigating organisational culture due to the complexity and diversity associated with the philosophical elements of the topic. Additionally, the author considered interviewing to have significant planning and time commitments, potentially reducing the sample size. The author further acknowledged that complex and rich qualitative based information could be extracted from respondents through questionnaires; however, focus groups would be incorporated later for feedback purposes.
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The research method of questionnaires is a productive mechanism for gaining understanding and identifying information, often for comparative purposes. The research method can be specifically targeted at individuals within the sample population, producing quantifiable and non-quantifiable factors and information.
Benefits & Limitations: Questionnaires Benefits Provides a quantitative and qualitative response mix Enhances recommendations credibility Provides rich primary data and info for analysis Customised approach to achieving outcomes
Limitations Restrictive in terms of gauging individual views Non-compliance in completion process Internal and external bias can be evident Often diverse range of responses due to sample Table 5 – Benefits & Limitations: Questionnaires Source: Easterby Smith et al (2008)
The author evaluated the above research method and considered it highly suitable for increasing insight and findings when investigating organisational culture. Simons (1987) confirms that questionnaires can test theory by taking logic into the field to understand relationships and behaviour. The design and development of a selfadministered questionnaire allowed underpinning through quantitative data, additionally, demonstration and identification of qualitative workforce comments. The author acknowledged that beneficial and realistic findings can be achieved from a larger sample population through the application of a questionnaire.
3.6 Research Sampling and Piloting
The research method was piloted and sampled internally within the Psychiatry of Old Age Service within TTT , referred to as the sample frame. The sampling procedure is non-probability based, and as is judgement focused to gain a representative sample of the population from the above named frame.
The questionnaire was initially piloted to assess the suitability of the research instrument; this was given to two individuals independent of the research investigation to seek verbal feedback on the design, content, clarity and easiness of the document. This feedback proved beneficial in identifying any development areas before distributing to the identified sample population.
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The probability sample procedure adopted was stratified sampling, Ghauri and Gronhaug (2010) define this sample method as a part of sub-division of the population. The sample size was chosen at thirty, which is 10% of the overall workforce within the service area, which was then sub-divided and distributed equally into three distribution groups which are representative to the workforce to include; clinical (doctors and nurses), non-clinical (administrative and support) and other (research and students).
Benefits & Limitations: Stratified Sampling Benefits Provides structured and balanced sample mix Increases diversity in results from sample group Balances the sample population proportionately Allows for increased insight from wider workforce
Limitations Difficult to analyse if sub-groups are different Often restrictive sample groups Minimises freedom to customise questioning Difficult in indentifying strata. Table 6 – Benefits & Limitations: Stratified Sampling Source: Ghauri and Gronhaug (2010)
The sampling method adopted by the author balanced the potential mix of views from respondents and allowed increased insight, as well as aiming to maximise the return rate within the sample population. Robson (2002) confirms that with standardised questioning and sampling, such as the above, the researcher can be confident that all content will be interpreted in the same manner.
3.7 Data Analysis
The completion of research within the selected sample group allowed the results and data to be compiled and prepared for data collation and analysis. The core consideration in the early stages of the data analysis was to remain flexible and aware of possible links to theory through the identification of common themes.
The data analysis process included compiling responses to quantitative questions and applying data reduction techniques and utilising software (Excel) to compile data tables and convert to graphs. Furthermore, the analysis process for qualitative responses in the later stages of the questionnaire required identification of trends and themes, which were then highlighted and summarised.
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The data and information from the questionnaire were highlighted and reviewed, and linked to the literature review to indentify common themes, using this as a comparison mechanism. The linkage between findings and underpinning theory is an essential area for consideration and ensures the research is valid in both context and rationale, Zikmond (2005) demonstrates the relevance of data analysis and the process of making pertinent inferences and drawing conclusions concerning the meaning and implications of research investigations.
The author gained constructive responses to the academic objectives by analysing all of the data and information received in the ‘Findings and Analysis’ chapter of the project to reach conclusions and construct recommendations.
3.8 Research Validity
The extent to which information and data method accurately measured the intended factors is an essential consideration for author. Saunders et al (2007) argued that whilst research practice could never produce or establish a definite answer to a research question or investigation, well designed research projects and methodologies could minimise the possibility of getting the answer wrong.
The application of external validity as an informal measurement technique would increase assurance of information and data. In summary, it was crucial to consider the reliability and credibility of the data within the research design and data analysis to ensure consistent and continued validity.
3.9 Research Limitations
There are a range of limitations that the author acknowledges as part of this project which can potentially limit the methodology. Dillman (2007) states that a limitation to self-administered questionnaires is that they are relatively unlikely to answer questions that please the researcher as other responses are more socially desirable, this would potentially limit insight and understanding within the field.
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In contrast, Dillman (2007) further suggests that refusals could introduce an element of bias as respondents and non-respondents differ from each other in terms of individual characteristics relevant to the research topic and its wider context. However, as the author is already working within the organisation, which creates an additional element of bias, and subsequent reflexivity, as the ability to remain independent in the wider context of the investigation was increasingly challenging.
3.10 Research Ethics
The author considered and evaluated all ethical considerations throughout the project to ensure compliance. The importance of ethics within a research project is essential to enable successful outcomes to be achieved within defined ethical boundaries. TTT ’s approval was sought from the Research and Development manager who approved the research, on the basis that patient contact was fully excluded from the research in any form. Additionally, Newcastle Business School ethical guidelines were followed to ensure compliance and good research practice, this was also scrutinised by the School’s Ethics Committee.
Furthermore, the purpose of the research was fully explained and all participants consented to being involved in the research process. Anonymity and confidentiality was guaranteed to all participants although it was communicated clearly that the research findings would be analysed and used to provide recommendations. Additionally, participants were also reminded that they had the opportunity to withdraw at any point in the process.
3.11 Methodology Chapter Summary The methodology aimed to supply and develop the planning, execution and evaluation of research methods to collect primary and secondary data and associated information, in an ethical manner to achieve academic project outcomes.
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CHAPTER 4
FINDINGS & ANALYSIS
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CHAPTER 4 – FINDINGS & ANALYSIS 4.1 Introduction to Findings and Analysis The chapter outlines the author’s approach to primary research. The findings and results were benchmarked and analysed to demonstrate awareness and understanding of the theory and principles. In summary, the findings and analysis chapter will provide structured review and evaluation of research undertaken to assess and develop organisational culture.
4.2 Initial Assessment of Findings and Results
The 63% return rate was achieved across the sample population, a strong return rate from the clinical sample group at 90%, supplemented by 70% from non-clinical staff. There was a welcomed return rate of 30% from other staff in the service. Overall, the response mix was positive and provided beneficial views and opinions.
Clinical
Non-Clinical
Other
Total
Sample Size
10
10
10
30
Respondents
9
7
3
19
% Response Rate
90.00%
70.00%
30.00%
63.33%
Table 7 – Sample Population Response Breakdown
Figure 6 – Sample Population Response Analysis
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4.3 Q 1 Analysis – Importance of Organisational Culture ‘Organisational culture is an integral operational and strategic focus in TTT ?’
Background & Aim: The question aimed to quantitatively assess how seriously the workforce considered organisational culture to be approached operationally and strategically.
Strongly Agree Staff Group
No.
%
Primary Research Data Results Neither Strongly Agree Agree or Disagree Disagree Disagree No. No. No. No. % % % %
Total
Clinical
1
5%
3
16%
3
16%
2
11%
0
0%
47%
Non-Clinical
4
21%
2
11%
1
5%
0
0%
0
0%
37%
Other
0
0%
0
0%
3
16%
0
0%
0
0%
16%
Average
2
Total
5
2 26%
5
2 26%
7
1 37%
2
0 11%
0
0%
Table 8 – Question 1 Primary Research Data Results
Figure 7 – Question 1 Workforce Results Graph
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Figure 8 – Question 1 Staff Group Breakdown Results Graph
Analysis of Results: The data provided an interesting response with strong views that organsiational culture is percieved to be an integral consideration. The data showed 48% of respondents either ‘strongly agreed’ or ‘agreed’, demonstrating a positive workforce indicator. However over a third of respondents ‘neither agreed nor disagreed’, which was particularly evident in the ‘other’ sample group. In contrast, the clinical sample group had a more diverse mix of responses, however, only 11% in total ‘disagreed’. Holbeche’s (2006, p.177) theory demonstrated that culture is created during the course of social interactions and situations occurring in the organisation, this enforces the response diversity whilst underpinning importance.
The key theme was organisational culture is well considered in TTT . The question proved beneficial in ascertaining the workforce perception of the importance of organisational culture within TTT and its operating environment.
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4.4 Q 2 Analysis – Factors Influencing Organisational Culture Do external factors i.e. politics, social and technology influence TTT ’s culture?’
Background & Aim: The question aimed to quantitatively assess if factors from the external operating environment influence and challenge the organisational culture.
Strongly Agree Staff Group
No.
%
Primary Research Data Results Neither Strongly Agree Agree or Disagree Disagree Disagree No. No. No. No. % % % %
Total
Clinical
7
37%
2
11%
0
0%
0
0%
0
0%
47%
Non-Clinical
4
21%
2
11%
1
5%
0
0%
0
0%
37%
Other
1
5%
2
11%
0
0%
0
0%
0
0%
16%
Average
4
Total
12
2 63%
6
0 32%
1
0 5%
0
0 0%
0
0%
Table 9 – Question 2 Primary Research Data Results
Figure 9 – Question 2 Workforce Results Graph
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Figure 10 – Question 2 Staff Group Breakdown Results Graph
Analysis of Results: The data provided strong and influential responses, overall there was clear evidence that external factors heavily influence TTT ’s culture. The data showed 63% of respondents across the whole workforce ‘strongly agreed’ and 32% ‘agreed’ that organisational culture within TTT was influenced by external factors. There was minimal disagreement, only 5% expressing uncertainty. Holbeche’s (2006, p.177) theory is that culture is shaped by many factors, including the societal culture in which organisations operate, its technologies, strategy, markets and competition. In support, Holbeche’s theory supports the influence of culture from external sources in the operating environment.
The theme identified was within TTT there are strong views which suggested external factors significantly influence organisational culture. The question was beneficial in ascertaining the severity of external factors influencing organisational culture. This was explored later in the chapter through qualitative questioning.
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4.4 Q 3 Analysis – Culture Management and Communication ‘Do managers effectively and proactively manage and develop organisational culture?’
Background & Aim: The question aimed to quantitatively assess how the sample population perceived and viewed how TTT managed and developed organisational culture. Primary Research Data Results – Strongly Agree Staff Group
No.
%
Agree No.
%
Neither Agree or Disagree No. %
Disagree No.
%
Strongly Disagree No.
Clinical
1
5%
4
21%
3
16%
1
5%
0
Non-Clinical
0
0%
0
0%
3
16%
3
16%
Other
0
0%
0
0%
0
0%
1
5%
Average
0
Total
1
1 5%
4
2 21%
6
2 32%
5
Total
% 0%
47%
1
5%
37%
2
11%
16%
1 26%
3
16%
Table 10 – Question 3 Primary Research Data Results
Figure 11 – Question 3 Workforce Results Graph
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Figure 12 – Question 3 Staff Group Breakdown Results Graph
Analysis of Results: The data demonstrated a diverse response with negatvie views evident, suggesting culture management is poor in TTT . The data showed 32% of respondents ‘neither agreed nor disagreed’; however 42% ‘disagreed’ or ‘strongly disagreed’. There was no visible trend; however the ‘nonclinical’ and ‘other’ groups had negative focuses. In contrast, 26% of clinical staff ‘strongly agreed’ or ‘agreed’. To confirm, Wilkins (1978) argued that leaders managing and communicating culture provided substantial organisational energy and integrated operational activity towards one vision, which is clearly absent in TTT . Furthermore, Pettigrew (1990) suggested that cultural values, beliefs, myths and patterns contribute; this is challenging to manage in large and diverse organisations. The key theme identified was TTT ’s organisational culture was not being managed effectively, due to underlying differences between sample groups. The question was beneficial in ascertaining a broad workforce view as to whether culture is managed effectively.
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4.5 Q 4 Analysis – Organisational Culture during Organisational Change ‘Organisational culture is taken seriously in TTT during organisational change?’
Background & Aim: The question aimed to quantitatively assess and gauge the workforce perception of how important the role of organisational culture was during organisational change.
Strongly Agree Staff Group Clinical Non-Clinical Other
No.
% 4 21% 0 0% 0 0%
Primary Research Data Results Neither Strongly Agree Agree or Disagree Disagree Disagree No. No. No. No. % % % % 4 21% 1 5% 0 0% 0 0% 1 5% 4 21% 1 5% 1 5% 0 0% 0 0% 4 21% 0 0%
Average
1
2
2
Total
4 21%
5 26%
5 26%
2
0
5 26%
1
Total 47% 37% 21%
5%
Table 11 – Question 4 Primary Research Data Results
Figure 13 – Question 4 Workforce Results Graph
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Figure 14 – Question 4 Staff Group Breakdown Results Graph
Analysis of Results: The data provided a diverse response, there was no identifiable trend evident.
The data proved inconclusive; 78% of respondents expressed mixed views across three choices of ‘agreed’, ‘neither agreed nor disagreed’ and ‘disagreed’, with further limited evidence of patterns in the sample group breakdown (above). In contrast, Ray (1986) confirmed that one of the main functions of a culture maybe to enable people to resist change, this resistance increased the diversity of individual opinion.
The question was ineffective in establishing any significant findings or themes and may have benefited from a qualitative based approach.
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4.6 Q 5 Analysis – Organisational Culture in Corporate Context ‘Does the current organisational culture provide support and development?’
Background & Aim: The question aimed to quantitatively assess if the workforce considered the current organisational culture to provide support and development within the workplace environment.
Strongly Agree Staff Group Clinical Non-Clinical Other
No.
% 3 16% 1 5% 0 0%
Primary Research Data Results Neither Strongly Agree Agree or Disagree Disagree Disagree No. No. No. No. % % % % 4 21% 3 16% 0 0% 0 0% 0 0% 2 11% 3 16% 1 5% 0 0% 3 16% 0 0% 0 0%
Average
1
1
3
Total
4 21%
4 21%
8 42%
1
0
3 16%
1
Total 53% 37% 16%
5%
Table 12 – Question 5 Primary Research Data Results
Figure 15 – Question 5 Workforce Results Graph
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Figure 16 – Question 5 Staff Group Breakdown Results Graph
Analysis of Results: The data produced a mixed response with identifiable levels of uncertainty in the workforce data when anlaysed as an overall sample population. The data showed that collectively 42% of respondents ‘neither agreed nor disagreed’; additionally, 21% ‘agree’ and 21% ‘strongly agreed’. The data showed the ‘clinical’ sample group provided a positive, yet mixed response. In contrast, the ‘non-clinical’ sample group also proved diverse, with negative views, 16% ‘disagreed’ and 5% ‘strongly disagreed’. In support, Senge (1999) outlined the development of values and defining the values is only one part of the process, integrating them into day to day practice to provide support and development is the real challenge, this underpinned the levels of uncertainty.
The key theme was TTT has a supportive and developmental culture, however with evident levels of uncertainty across all sample groups. The question was beneficial in investigating the organisational state in supporting and developing the workforce.
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4.7 Q 6 Analysis – Organisational Culture and Performance / Commitment ‘Does the organisational culture that exist link to performance and commitment?’
Background & Aim: The question aimed to assess quantitatively if organisational culture contributed and facilitated the provision of strong performance and commitment.
Strongly Agree Staff Group Clinical Non-Clinical Other
No. 1 0 0
Average
0
Total
1
% 5% 0% 0%
5%
Primary Research Data Results Neither Strongly Agree Agree or Disagree Disagree Disagree No. No. No. No. % % % % 3 16% 3 16% 2 11% 0 0% 2 11% 4 21% 1 5% 0 0% 2 11% 0 0% 1 5% 0 0% 2
2
7 37%
7 37%
1
0
4 21%
0
Total 47% 37% 16%
0%
Table 13 – Question 6 Primary Research Data Results
Figure 17 – Question 6 Workforce Results Graph
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Figure 18 – Question 6 Staff Group Breakdown Results Graph
Analysis of Results: The data offered an informative response with clear identifiable levels of consistent agreement and also addiitonal uncertainty within the sample population. The data showed that 5% ‘strongly agree’ and 37% ‘agreed’. Levels of uncertainty were evident; 37% of respondents stated ‘neither agreed nor disagreed’. The level of disagreement accounted for 21% of responses; with consistency across all groups. In support, Harrison and Stokes (1992) consider the concept of ‘changing’ culture as limiting and restricting, however suggest strengthening and balancing the culture to be more effective, however, creating cultural balance accounts for predicable level of uncertainty, particularly in large and diverse workforces.
The key theme identified was that within TTT organisational culture links moderately to performance and commitment. The question was beneficial to develop insight into performance and commitment links within organisational culture, however may have benefited from a qualitative approach.
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4.8 Q 7 Analysis – Organisational and Environmental Climate ‘Describe the current organisational culture and climate that exists within TTT ?’
Background & Aim: The question aimed to qualitatively assess how the workforce described the current organisational culture and operating climate and was centred on employee attitude and opinion.
Primary Research Data Results Good Attitude / Opinion Staff Group Clinical Non-Clinical Other
No. 4 1 0
Average
2
Total
5
% 21% 5% 0%
Poor Attitude / Opinion
Average No. 2 0 0
% 11% 0% 0%
1 26%
2
No. 3 6 3
% 16% 32% 16%
Total 47% 37% 16%
4 11%
12
63%
Table 14 – Question 7 Primary Research Data Results
Figure 19 – Question 7 Workforce Results Graph
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Main Responses / Comments ‘The culture could be easily described as ‘high pressured’ and demanding’ ‘There is a great deal of conflict and inequality in the healthcare setting’ ‘The focus of patient care is minimal in the current climate ‘The culture is extremely mixed, but generally negative’ ‘There is low morale among most staff’ ‘Myself and colleagues consider management to not consider ‘shopfloor’ staff’
Analysis of Results: The responses demonstrated that a large proportion (63%) of the sample population described the organisational culture and climate negatively, notably within the ‘nonclinical’ staff group, selected comments are above. In comparison, Rollinson (2008, p. 689) defined organisational climate as how people experience and react to their surroundings, the attitude and opinion of individual respondents in the questionnaire and wider corporate situation is a key consideration, and potential limitation.
The key theme identified was that within TTT there are strong views and opinions within different staff groups. The question proved beneficial in increasing understanding against the defined aims.
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4.9 Q 8 Analysis – Culture Origins within TTT ‘What level in the organisation do you feel that cultures originates? Why?
Background & Aim: The question aimed to qualitatively assess TTT ’s organisational culture origins and was centred on employee awareness and knowledge.
Primary Research Data Results Clinical
Management
Other Total
Staff Group Clinical Non-Clinical Other
No. 5 1 0
Average
2
Total
6
% 26% 5% 0%
No. 1 4 3
% 5% 21% 16%
3 32%
8
No. 3 2 0
% 16% 11% 0%
47% 37% 16%
2 42%
5
26%
Table 15 – Question 8 Primary Research Data Results
Figure 20 – Question 8 Workforce Results Graph
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Main Responses / Comments ‘Consultants and senior doctors certainly establish and develop culture in TTT ’ ‘Clinical staff have precedence, they are considered the foundation of operations’ ‘The clinicians, including doctors and nurses set the culture across the Trust’ ‘Clinicians influence the whole workings of the XXX , and are always listened to’ ‘Limited culture originates from lower grade staff, management fuel the culture’ ‘The Trust Board certainly establishes the culture agenda through leadership’
Analysis of Results: The responses demonstrated that there were limited trends and patterns to be identified when the responses were categorised. However, useful findings were realised from comments from respondents, mainly focusing on the culture which centres and focuses on clinical staff, selected comments are above. In support, Holbeche (2006, p.177) demonstrates that culture is created during the course of social interactions and situations that occur in the organisation and its operating environment.
The key theme identified was that within TTT there are strong views and opinions within different staff groups. The question proved beneficial in increasing understanding against the defined aims.
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4.10 Q 9 Analysis – Influences on Organisational Culture What external influences impact most on TTT ’s organisational culture? Why?
Background & Aim: The question aimed to qualitatively assess external influences impacting on organisational culture and was centred on employee awareness and knowledge.
Primary Research Data Results Economic / Political
Social / Environmental
Technology / Innovation Total
Staff Group Clinical Non-Clinical Other Average Total
No. 5 4 3
% 26% 21% 16%
4 12
No. 2 1 0
% 11% 5% 0%
1 63%
3
No. 2 2 0
% 11% 11% 0%
47% 37% 16%
1 16%
4
21%
Table 16 – Question 9 Primary Research Data Results
Figure 21 – Question 9 Workforce Results Graph
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Main Responses / Comments ‘The current economic climate has placed significant pressure on the Trust’ ‘The constant demand to reduce spending and increase efficiency is influential’ ‘Constant scrutiny from political figures and agencies influences patient care’ ‘Political pressure, combined with consistent change in regulations is influential’ ‘Cost saving plans influence out ability to clinically practice and perform safely’ ‘Social issues e.g. obesity, smoking etc are increasing service demand significantly’
Analysis of Results: The responses demonstrated that economic and political factors significantly influence TTT ’s culture, 63% of respondents from various sample groups confirmed. The comments provided offered insight into the underlying reasons and opinions to justify their selection, no other trend or sample was realised from the remaining two categories. In support, Holbeche (2006, p. 194) stated that culture change involved employees adapting and changing their behaviour to the operating environment, this is evident in the XXX arena as the constant requirement to effectively react to external influences is constantly maximised.
The key theme identified was that within TTT there are strong views and opinions within different staff groups. The question was beneficial in increasing understanding against the defined aims.
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4.11 Q 10 Analysis – Supporting Workforce Views / Feedback Other additional comments or views relating to developing organisational culture?
Background & Aim: The question aimed to allow for respondents to express and additional comments or views relating to developing the organisational culture and was centred on employee attitude and opinion.
Main Responses / Comments ‘The Trust needs to consider and evaluate organisational culture for the long term ‘The organisation can often be negative and provide minimal opportunities’ ‘All staff would feel more confident and positive if communication was effective’
Analysis of Results: The responses were limited and provided no significant additional information, and in many cases the question was not fully utilised by respondents, and was mainly left blank, however, a small selection of comments provided additional insight. In summary, there were no key themes identified, however feedback will be used and incorporated into the recommendations for improvement.
4.12 Findings and Analysis Chapter Summary The findings and analysis chapter effectively allowed the analysis of results achieved from the questionnaire and subsequent comparison and contrasts to academic theory. The chapter has identified key themes which will be concluded and formulated into recommendation later in the report.
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CHAPTER 5
SYNTHESIS AND CONCLUSIONS
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CHAPTER 5 – SYNTHESIS & CONCLUSIONS 5.1 Introduction to Synthesis and Conclusion The chapter aims to combine relevant theories with data to demonstrate awareness, understanding and application of the topic in the context of the organisation. The chapter will form links between ‘Literature Review’ and ‘Methodology’ whilst focusing on the corporate context to demonstrate key themes.
5.2 Review of Project Objectives
The author has reviewed progress against the initial project objectives established earlier in the process, the author considered all objectives to be achieved. 1. Undertake critical review and evaluation of literature relating to organisational culture, specifically within the public sector organisations with relevance during organisational change; 2. Discuss using a range of literature the importance of organisational culture including benefits and limitations; 3. Using primary and secondary research methods, incorporating qualitative and quantitative approaches to diagnose and assess culture within a functional area undergoing transformation; 4. Formulate conclusions from key themes identified and create SMART recommendations relating to developing culture within the organisation. 5.3 Discussion of Findings The findings supported the theory in the organisational culture literature review; the three main areas for recommendation were identified and discussed below. Initially, the findings related strongly to Holbeche’s (2006, p.177) theory that culture is shaped by many factors and influences, including primarily complex operating environments. Furthermore, whilst Ray (1986) believed that the main functions of culture may well be to enable people to resist change, similarly, Holbeche (2006, p. 194) argued that culture is the arena where influential change effort is acted; this proved that change is a complex trigger for culture in organisations. Additionally, Holbeche’s (2006, p.177) theory that culture is created during the course of social
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interactions and situations that occur in the operating environment, which Handy (1993) confirms would require strong management practice, supported by Litwin and Stinger (1968), Payne and Phesey (1971) and Dastmalchian (1986). In summary, the findings support the contents of the literature review, therefore confirm and underpin the theoretical elements of the research process. 5.4 Key Themes and Conclusions
The research process allowed informative conclusions to be drawn from the research which offered deeper and broader understanding of what culture is and wider business context.
Importance of Organisational Culture, culture is well considered in TTT with evidence of consistent agreement suggesting the underlying culture is strong, Marshall and McClean (1988) confirmed that culture represented a collection of traditions, values, policies, beliefs and attitudes. In summary, the author believed the importance culture should be continually driven and that the culture type must be directly adapted to individual’s and organisational circumstances.
Factors Influencing Organisational Culture, many factors influenced culture and the diversity of TTT and associated with the complex operating models and environment. The qualitative questioning suggested influences are politically and economically fuelled from change initiatives and programmes e.g. Lord Darzi’s ‘XXX Next Stage Review. In summary, the author considered TTT to have deep rooted political and economical influences which required workforce understanding and links to leadership and management practice.
Culture Management and Communication, culture is rarely managed effectively or consistently in operational and strategic business areas. In support, Rollinson (2008) defined as maintaining and making slight modifications to fine-tune an existing culture. In summary, TTT ’s management of culture is demanding due to the structure and geographic complexity of the operating model and the author considered workforce communication, engagement and consultation to be integral in raising standards effective service delivery.
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Organisational Culture during Organisational Change, the XXX is a complex operating model to change and Schein (1992) stated two main reasons why culture developed in organisations were external adaptation and internal integration, these factors underpin change. In summary, the author acknowledged the XXX would be challenging and complex to change and believed leaders should ‘prepare’ for change, and not radically or regularly augment operating models, with increased cooperation and awareness from the workforce being linked to effective leadership. Organisational Culture in Corporate Context, support and development is evident in TTT ’s corporate environment, however with uncertainty from respondents. In support, Smircich (1983) argued that organisations can change only the ‘variables’, e.g. mission statements and corporate branding, not the organisation at its core. In summary, the author considered culture a critical factor in maintaining and developing a forward thinking approach.
Organisational Culture and Performance / Commitment, performance and commitment were weak, Kotter (1992) argued that leadership must be guided by realistic visions and the author believed this is often not evident within TTT due to conflicting demands and believed organisations with high workforce performance and commitment are likely to be characterised by shared values and beliefs. In contrast, the existence of shared principles and care charters in TTT are not communicated increasing ineffectiveness.
Organisational and Environmental Climate, findings focused on employee opinion and their insight into workforce relations and service delivery. In support, Rollinson (2008, p. 689) stated organisational climate was how people experienced and reacted to surroundings and environments, however the rationale for change and improvement was evident. In addition, the author considered findings were closely related to change and performance focused questioning and collectively provided a basis for improvement, the national XXX staff survey results confirm this.
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Culture Origins within TTT , the findings proved that various groups have significant power over others; this resulted in diversity of workforce opinion. To confirm, Ogbonna (1993) stated that while some behavioural changes result from culture change initiatives, it is highly unlikely to change the deeper historical values and ethics that exist.
5.5 Research Process Limitations Summary
The research process has raised several potential limitations the response from the sample population; Compliance; there was occasional lack of compliance in completing the qualitative questioning, which reduced insight and awareness. Awareness; the author had prior knowledge and awareness due to being employed in the organisation. Influences; it is evident that various staff groups appeared influenced due to trends in results and patterns identified.
5.6 Future Research Reflection
The author has reflected on the findings achieved and if a similar research project was pursued the aim would be to minimise the depth of research undertaken into organisational culture, and to streamline the literature review to focus on three to four specific areas. This would subsequently allow a more structured methodology, and more meaningful analysis and recommendations to be developed and demonstrated.
5.7 Future Research Applications
The key themes and conclusions that have been drawn from the research process have produced several potential area for further research and investigation in the future, these include: Emotional Intelligence; incorporating how organisational culture influences and impacts on employee emotional intelligence and ability to practice.
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Service Delivery; incorporating how organisational culture influences the standards, operations and contingency aspects of front line services. Leadership; incorporating the ability and energy to manage, develop and transform organisational culture to meet organisational objectives.
5.8 Synthesis and Conclusions Chapter Summary
The chapter provided a structured analysis of the conclusions drawn from the research process, linked to literature review and methodology, which will be utilised to carry forward key themes into recommendations.
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CHAPTER 6
RECOMMENDATIONS
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CHAPTER 6 – RECOMMENDATIONS 6.1 Introduction to Recommendations
The chapter aims to clearly and concisely provide realistic and relevant recommendations for the planning, development and improvement of the organisational culture in the service area in line with the context of the corporate research investigation.
6.2 Organisational Improvement Approach
The author has reviewed numerous approaches to implementing organisational change and has chosen to focus on three identified areas of organisational culture. In support, Rollinson (2008, p. 637) confirms the change phenomenon must be considered at an ‘organisational’ and most importantly, an ‘individual’ level. The author will apply the Change Kaleidoscope framework by Hope Hailey (1999) to develop objective an approach to recommendations.
Figure 22 –Change Kaleidoscope Source: Hope Hailey (1999)
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Within each recommendation area, the author has identified two sub-areas which will each carry one recommendation, enabling six SMART recommendations in total. The author has created a commercial business plan to demonstrate and present the commercials aspects of the recommendations (Appendix C). 6.3 Organisational Recommendations – Culture Influences
As TTT operates in a challenging and dynamic operating environment, the ability to react and foresee factors which influence operational and strategic activity is essential to maintain and develop effective service delivery. The research process and conclusions has drawn attention to the increasing requirement for effective awareness and planning amongst senior managers, as well as the requirement to confirm what culture actually means in the context of the healthcare environment.
The awareness that leaders and managers within TTT possess of key local, regional and national priorities and initiatives is poor, especially relating to Department of Health (DoH) and the Institute of Health Improvement (IHI) guidance, therefore the author recommends that awareness must be significantly increased through the use of effective communication, drawing upon theory from Holbeche and Schien. The author intends to introduce a multi-disciplinary ‘team brief’ programme to disseminate key information and empower employees to make positive differences.
The integration of structured planning into everyday service management is an emerging requirement which would increase service capacity, reactivity and effectiveness, therefore the author recommends that leaders and managers must adopt a fresh approach to managing external influences. The author intends to introduce an approach of ‘future’ and not ‘past’ decision making by increasing the use of business intelligence i.e. data, combined with reactivity in multi-disciplinary awareness developed from the team brief to create an attitude and culture of ‘everyone has a part to play’.
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6.4 Organisational Recommendations – Culture Change
Within TTT the emphasis on organisational change is a regular and demanding feature, the organisational ability and capacity to implement and develop change to enhance service delivery is critical. The research process and conclusions identified that consultation and engagement are integral within the transformation programme to enhance the current culture and increase workforce ‘buy in’.
The general approach to change within TTT is unstructured and lacks objective, especially in times of locally decided change programmes. The Trust has an absence of employee consultation before and during transformation and development projects, which decreases the level of workforce ‘buy-in’ to the projects underlying philosophy and aims. The author intends to introduce a ‘change consultation’ charter for change facilitators to develop awareness and structure in increasing employee cooperation within the culture.
The Trust operates in a geographically large and dynamic operating model, this increases the complexity and resistance to organisational change initiatives and programmes, therefore the author considers workforce engagement. The author intends to introduce a series of ‘management shopfloor sessions’ designed to increase the visibility and flexibility of senior management in operational areas, allowing a more streamlined approach to change management. Similarly, the primary aim is to increase workforce ‘buy-in’ of transformation agenda to achieve commercially orientated change philosophy long term. 6.5 Organisational Recommendations – Culture Management TTT ’s emphasis on the management of culture has been minimal; the nature of the operating environment often leaves philosophical elements of the business absent from core operational and strategic processes. The research process and conclusions identified that understanding and origins significantly influence how a culture is managed and developed.
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The general approach to culture management appears to be reactively focused, dealing with workforce culture issues as and when they arise, the author intends to focus the culture management approach on preventative thinking. The author intends to introduce an awareness workshop for first line managers in the Trust, with the core aim of increasing understanding. Additionally, the author intends to integrate discussion on culture origins into multi-disciplinary focus groups and management meetings to allow teams to acquire critical understanding of workforce relations and link to organisational culture in the corporate context.
6.6 Implementation of Recommendations
The author has decided to use a structured approach to implementing change within TTT to ensure integration and effectiveness. The author has evaluated a range of change management models and selected Lewins’ (1951) ‘Three Stage Change’ framework (below). This method allows for simplistic implementation of large and challenging plans, in summary, supporting Kotter’s (1990) theory that change leadership is about establishing direction, aligning people, and also inspiring and producing realistic change. The author has created an implementation plan to facilitate the recommendations (Appendix D), the author has also adopted a risk management plan that links directly to the recommendations to ensure objective assessment and evaluation of the implementation is undertaken (Appendix E).
Figure 23 – Change Management Model Source: Lewin (1951)
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6.7 Application of Recommendations
The application of the recommendations will strengthen the organisational culture within the organisation, Kanter (1995) outlines that the organisation must be fully equipped to deal with situations and challenges. Similarly, the author will use evaluation to ensure compliance, O’Reilly (2001) states that success of evaluation is concentrated on striking a balance between employees feedback but avoiding change processes that delay business decisions. In summary, the author has aligned to the recommendations to the ‘Organism’ and ‘Machine’ change metaphors to establish SMART application.
Figure 24 – Transformation Curve: Positive Change Journey Source: Conner (1993)
6.8 Recommendations Chapter Summary
The recommendations chapter provides a structured review and evaluation of the recommendations created and developed from the research process, the recommendations will provide an effective basis for development and improvement of service delivery.
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APPENDICES
SUPPORTING INFORMATION & EVIDENCE
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APPENDIX A – REFLECTIVE STATEMENT The following statement aims to reflect upon and demonstrate the personal and organisational development experiences I have undertaken through the completion of the professional project as part of the BA (Hons) Leadership and Management programme. Overall, the learning experience has proved to be an interesting and rewarding leadership and management development journey.
The personal development process associated with the programme and the professional project has been dynamic and complex, however extremely rewarding, Timbers (1965, p.22) states that to develop, a manager must want to develop enough to make the necessary effort to do so he must also be motivated as without motivation, little development occurs. In comparison, a personal example in an organisational context was gaining the flexibility and confidence to take advantage of opportunities to extend my knowledge and skills within the workplace. Similarly, Anderson, Barker and Critten (1996, p.16) confirm tension and restriction can be resolved only by a joint recognition on the part of the individual and the organisation that the effectiveness of their respective development depends on each other.
The process of self development has been an essential area in my personal development journey, notably the ability to undertake self awareness processes to acquire further insight. In support, Harrison (1997, p.296) defines self development as an informed and objective assessment of the kind of skills and experience that will be relevant for the future. Similarly, Bourner (1996, p.16) states self-awareness also covers awareness of our own strengths and weaknesses. This form of selfknowledge contributes to developing my leadership and management competency.
As organisations become more competitive and results driven the Continuing Professional Development (CPD) process is considered an integral process for self development and a valuable workforce investment as it carries mutual benefits and organisational advantages and is often most successful and effective when both parties recognise and utilise the process fully. In support, Mullins (1985) defines CPD as planned self-development which embraces both personal and professional aims, and, in many cases, intended to impact upon performance.
I have developed a strong interest in the subject area and have enjoyed undertaking the programme and also the research project and this has increased my confidence and enthusiasm for the subject area and its wider meaning in the corporate context through the opportunity to increase knowledge and skills.
In response to the development of personal reflection and evaluation ability within the context of this statement, I have developed a personal SWOT analysis to outline the strengths, weaknesses, opportunities and threats associated with the completion of the learning and development journey.
Strengths
Weaknesses
-Personal interest and commitment to CPD
-Increased workload and task deadlines
-Desire to progress and develop career
-Reduction in protected study time and study leave
-Motivation and enthusiasm for subject
-Public speaking / self confidence
-Completing BALM and CMI programmes
-Leadership /management opportunities in XXX
Opportunities
Threats
-Delivering group training sessions on ‘culture’
-Increase in workload and responsibilities
-Further study in management and culture areas
-Rapid development of theory and practices
-Opportunity to develop general HRMD knowledge
-Lack of progress due to economic climate
-Enhanced experience due to academic studies
-Redundancies / reduction in new vacancies Table 17 – Personal SWOT Anlaysis
The completion of the professional project has allowed me to develop and acquire a range of work based skills, knowledge and competencies relating to leadership and management practice. I have firstly developed knowledge and experience of project management, the use of this skill was particularly beneficial when planning and implementing the research process as I was able to adopt a structured and methodical approach, and is something I will continue to develop and use beyond the project and BALM. Furthermore, I have developed and applied the effective use of research skills throughout the research process, particularly when researching literature on organisational culture and undertaking research internally within TTT , this has allowed me to acquire specific information to support analysis and recommendations.
In contrast, the completion of the professional project has allowed me to identify a range of work based skills, knowledge and competencies which I can further develop in my leadership and management practice, this mainly relates to soft skills and hard skills, I have completed and applied two self assessment tools to gain further insight.
I have completed the Johari Adjective personality tool (Appendix G) to acquire further awareness of weakness areas. The main areas for development identified from my personality perspective in the corporate environment, when applying the Johari adjective assessment tool was the need to remain logical and satisfied with achieved outcomes, however more positively, my efficiency, trustworthy and reliability were consistently identified as positive indicators. The weaker indicators relate to constantly seeking to over-improve completed work or projects, which can unfortunately result in negativity; however the inclusion of this into my Personal Development Plan will be effective in managing ongoing development.
In contrast, I have completed the MCI Competence self assessment tool (Appendix F) to further assess work based development areas. The main areas for personal development were primarily identified as ‘invites others to contribute to planning and organising work’ and ‘shows integrity and fairness in decision making’, the two areas primarily relate to having in the past worked independently on projects and tasks and not having wide experience of working within a project team, these areas I feel will develop and flourish accordingly over the course of time, however, as above inclusion of this development area into my Personal Development Plan will be effective in managing ongoing development.
The skills and knowledge gained from completing the BALM programme have enhanced my leadership and management practice, this relates directly to an academic and corporate context. Academically, the programme has increased my enthusiasm for learning, and I am now applying for master’s programmes at Newcastle Business School to develop my academic and research interests. In contrast, from a corporate perspective I have recently gained a promotion within the XXX and will commence work in a Workforce Planning role later in 2011, this degree has provided me with academic credibility to enhance my career aspirations, as well as continued confidence and competency in the workplace.
In summary, from an organisational perspective the BALM programme has allowed me to critically link and underpin theory and practice within leadership and management. I have been able to make more active and confident contributions to workplace projects and tasks through confidence gained on the programme, additionally, the critical ability to link learning and teaching from a variety of subject areas into the workplace environment has proved beneficial during times of transformation and change.
In conclusion, the programme has enabled me to develop as a leader and manager, and additionally make positive and valued contributions to operational and strategic business areas within the XXX through the skills, knowledge, experience and confidence gained from the programme.
APPENDIX B – RESEARCH QUESTIONNAIRE Research Questionnaire ‘Assessing & Developing Organisational Culture within an XXX Trust undergoing service transformation’ Information & Consent: I agree to my information / responses being used for research purposes, e.g. analysis. I understand all information will be held legally and ethically, and will remain confidential. I understand I can withdraw my consent at any time.
Name: _________________________________ Group: Clinical / Non-Clinical / Other
Signed: _________________ Date: _________________
1. Organisational culture is an integral operational / strategic focus in TTT ? Strongly Agree Agree Neither Agree / Disagree Disagree Strongly Disagree 2. Do external factors i.e. politics, social and technology influence TTT ’s culture? Strongly Agree Agree Neither Agree / Disagree Disagree Strongly Disagree 3. Managers effectively and proactively manage and develop organisational culture? Strongly Agree Agree Neither Agree / Disagree Disagree Strongly Disagree 4. Organisational culture is taken seriously in TTT during organisational change? Strongly Agree Agree Neither Agree / Disagree Disagree Strongly Disagree 5. Does the current organisational culture provide support and development? Strongly Agree Agree Neither Agree / Disagree Disagree Strongly Disagree 6. Does the organisational culture that exist link to performance and commitment? Strongly Agree Agree Neither Agree / Disagree Disagree Strongly Disagree 7. Describe the current organisational culture and climate that exists within TTT ? ______________________________________________________________________________ ______________________________________________________________________________ 8. What level in the organisation do you feel that cultures originates? Why? ______________________________________________________________________________ ______________________________________________________________________________ 9. What external influences impact most on TTT ’s organisational culture? Why? ______________________________________________________________________________ ______________________________________________________________________________ 10. Other additional comments or views relating to developing organisational culture? ______________________________________________________________________________ ______________________________________________________________________________
APPENDIX C – RECOMMENDATION COMMERCIAL PLAN The author’s commercial plan outlines and demonstrates the business factors associated with the organisational improvement recommendations, and aims to provide structured commercial focus within an organisational context. The general planning context relates directly to commercial viability within service improvement, as outlined below, and the effect on culture within TTT . Ref.
1
2
3
Recommendation Title
‘Team Brief' Programme
Business Intelligence
Change Consultation Charter
Description
Key Strategic TTT Links
The team brief programme provides a structured two-way communication channel for the Trust, enabling an enhanced awareness of culture s and the communication of change within the Trust at all levels.
Annual Report 2011 – 2012 ‘Building a Caring Future Programme’ TTT Workforce Annual Plan TTT Communications Annual Plan TTT Strategic 5 Year Plan Various Operational Policies Individual Business Unit Objectives
The increased use of meaningful and structured business intelligence processes to assess risk and organisational issues, against workforce information to aid planning of change and innovation and associated cultures
Annual Report 2011 – 2012 TTT Quality Statement TTT Workforce Annual Plan TTT Strategic 5 Year Plan Various Operational Policies Individual Business Unit Objectives
The introduction of a change consultation charter allows for organisational benchmarking and quality assurance to be implemented for future change management programmes and initiatives.
Annual Report 2011 – 2012 ‘Building a Caring Future Programme’ TTT Quality Statement Various Operational Policies Individual Business Unit Objectives
Key Organisational Advantages Increased communication of key issues across whole workforce. Positive action to support and develop internal workforce relations. Strong communication channels are developed, providing advantages during transformation. Creates a more open culture though the use of business information and intelligence, to support operational and strategic plans. Increases effective and relevant decision making and planning capacity across the workforce, enabling strategic links and outcomes to be met. Enhanced awareness at all levels within the workforce of key challenges and issues. Positive action to support and develop internal workforce relations. Introduction is structured change management framework for use trust-wide.
Cost
Funding Source
£2000 ~
Communications Budget / XXX Innovations Fund Application
£ Nil
Individual Department Budgets (If required)
£800 ~
TTT Organisational Development Budget / Fund
4
5
6
Management ‘Shopfloor’ Sessions
First Line Managers Awareness Workshop
MDT Business Meetings 'Culture Focus'
The introduction of management ‘shopfloor’ sessions aim to allow senior managers to visit operational areas and wards within the Trust. The programme will consist of senior managers visiting department and listening to employees of all levels, increasing culture management and awareness, to aid decision making. The establishment of first line management workshops, which focus on culture and communication awareness in the operational environment. This programme would introduce the fundamental importance of culture in a first line management capacity, allowing and empowering managers to manage this during change successfully. The integration of culture discussion and focus into department and business unit meetings / forums, allows managers and the wider multi-disciplinary team to reevaluate the current culture state and its involvement in the running of the function, allowing for further service improvement to be generated internally.
Annual Report 2011 – 2012 ‘Building a Caring Future Programme’ TTT Workforce Annual Plan Various Operational Policies Individual Business Unit Objectives
Increased communication of key issues across whole workforce. Integration of culture into the trust’s first line management arena. Positive action to support and develop internal workforce relations.
Annual Report 2011 – 2012 ‘Building a Caring Future Programme’ TTT Quality Statement TTT Workforce Annual Plan TTT Strategic 5 Year Plan Various Operational Policies Individual Business Unit Objectives
Increased communication channels for key issues across whole workforce. Integration of culture into the trust’s first line management arena. Enhanced awareness at all levels within the workforce of key challenges and issues.
Annual Report 2011 – 2012 ‘Building a Caring Future Programme’ TTT Quality Statement TTT Workforce Annual Plan TTT Strategic 5 Year Plan Various Operational Policies Individual Business Unit Objectives
Enhanced awareness at all levels within the workforce of key challenges and issues. Increased communication channels for key issues across whole workforce. Empowered employees, who can contribute to culture in their direct workplace environment.
£ Nil
Individual Department Budgets (If required)
£1000 ~
Training Budget / Regional Organisational Development Funding
£ Nil
Individual Department Budgets (If required)
APPENDIX D – RECOMMENDATION IMPLEMENTATION PLAN The author’s implementation plan outlines and demonstrates the integration factors and requirements associated with the organisational improvement recommendations, and aims to provide structured change managements focus within an organisational context. The general planning context relates directly to commercial viability within service improvement, as outlined below, and the effect on culture within TTT .
Ref.
1
2
Recommendation Title
‘Team Brief' Programme
Business Intelligence
Actions
Measurable Success Criteria
Key TTT Resource Products
The introduction and integration of a ‘Team Brief' programme will be primarily require the effective consultation and engagement processes with the workforce, involving key associates from HR and Communications department. Furthermore, the implementation requires sound awareness of operational areas and the structure of delivery that can be formed, piloting followed by critical evaluation will be essential. The structured integration and development of workforce intelligence requires effective use of systems and people. Initially, contact with directors and department managers will be required to ascertain requirements to manage culture, this will be developed into intelligence reporting from workforce systems and then introduced to focus groups and team meetings for discussion. The underpinning organisational requirement to establish information and data topics and benchmarks are essential in achieving successful implementation.
The measurable success criteria will focus on a structured team brief programme being established, achieving the following: Increase in workforce communication at all levels within the organisation. Increase in team effectiveness and multi-disciplinary working. Increased awareness of local change programmes.
Structured Business Case TTT Major Change Policy Workforce Consultation Plan TTT Strategic Mapping Tools
The measurable success criteria will focus on structured use of workforce data and feedback being established, achieving the following: Increase in professional judgement during change. Increase in commercially informed business practices. Identifiable and measurable performance and planning indicators for change and culture management processes.
Structured Business Case TTT Major Change Policy TTT Strategic Mapping Tools
Lead Officer
Projected Timeline
RS
8 Months
RS
12 Months
3
4
5
6
Change Consultation Charter
Management ‘Shopfloor’ Sessions
First Line Managers Awareness Workshop
MDT Business Meetings 'Culture Focus'
The introduction of a change consultation charters requires wide consultation and engagement with various staff groups, and also senior approval at Board level for the initiative to be effective and realistic. The creation and development will rely on objective feedback and evaluation of previous change programmes, to create an initiative which is solely charter which is workforce and patient centred, whilst delivery commercial results and targets. The establishment of management ‘Shopfloor’ sessions requires action to be pursed from senior management levels, with relatively little planning and organisation. The integration of this programme will be most effective when senior managers ‘target’ risk areas for morale and culture. This will require evaluation and reflection to ensure that contributions are effective and successful. The actions required to establish a series of first line management culture awareness workshops would require effective planning and linking to strategic culture objectives. The involvement of workforce and training departments is essential to ensure consistency of planning and delivery. The actions associated with establishing ‘culture focus’ within management and operational business meetings will include primarily empowering and informing managers and clinicians of the underlying purpose and rationale, as well as the potential benefits associated with this.
The measurable success criteria will focus on structured change management practices being established, achieving the following: Increase in successful change management, with culture central to supporting the initial rationale. Decrease in poorly managed change programmes. Increase in structured change management methodology, with culture elements as a core focus. The measurable success criteria will focus on structured change management practices being established, achieving the following: Identifiable senior management colleagues to provide fresh problem solving techniques. Increase in workforce credibility and morale through senior management approachability. The measurable success criteria will focus on structured training delivery being established, achieving the following: Noticeable confidence and empowerment within first line managers to proactively manage support and develop culture. The measurable success criteria will focus on structured change management practices being established, achieving the following: Increased focus and understanding of culture in an operational and strategic organisational context.
Structured Business Case Workforce Consultation Plan TTT Strategic Mapping Tools
RS
8 Months
RS
4 Months
RS
4 Months
RS
8 Months
Structured Business Case Workforce Consultation Plan
Structured Business Case TTT Major Change Policy Workforce Consultation Plan TTT Strategic Mapping Tools
Structured Business Case TTT Major Change Policy Workforce Consultation Plan
APPENDIX E – RECOMMENDATION RISK MANAGEMENT PLAN
The author has written a risk management plan to support and facilitate the organisational improvement recommendations, and the plan aims to provide structured risk management focus within an organisational context. The general planning context relates
Likelihood
1
2
3
‘Team Brief' Programme Risk of reluctance in participation from employees mainly at lower level of organisational structure. Business Intelligence Unstructured use of data and workforce information, leading to generally inaccurate and weakened decision making through lack of internal business information. Change Consultation Charter – High risk of augmenting current organisational change processes and procedures, possibly compromising transformation programmes.
Impact
Score
3
15
Moderate
4
4
16
High
2
6
Very Low
Likelihood Review the implementation model against defined strategic objectives. Re-assess the current level of intelligence, against defined change outcomes to predict long term benefits. Evaluate the current requirement for enhanced change management model.
Impact
COMMENTS
SERVICE DELIVERY RISK RATING
TARGET DATE
Risk Score
5
3
REVIEW DATE
RISK ACTION PLAN
RISK ASSESSMENT OF OBJECTIVE
RISK DESCRIPTION
REF NO.
directly to the risk associated with service improvement, as outlined below, and its effect on culture within TTT .
Score
Risk Score
09/11
04/12
4
2
8
Low
09/11
04/12
4
4
16
High
09/11
04/12
3
2
6
Very Low
The risk posed is fairly low; however the proposed recommendations must meet service needs. The risk is viewed as high, due to objective assessment and service delivery risks.
The risk is generally classed as very low, the focus is on developing instead of changing practice.
4
5
6
Management ‘Shopfloor’ Sessions – High risk potential for lack of ‘buy-in’ from lower ranking employees and ward based teams. First Line Managers Awareness Workshop – potential for moderate risk for lack of communication between Trust board and managers. MDT Business Meetings 'Culture Focus' Reluctance for participation from employees at all levels and also limited contributions from participants.
4
3
12
Moderate
3
3
9
Low
5
3
15
Moderate
Key to Risk Assessment Likelihood
Minor
Moderate
Major
Catastrophic/
1
2
3
4
Tragic 5
Moderate risk (orange) Moderate risk (orange) Moderate risk (orange)
Very low risk Very low risk (green) (green)
Low risk (yellow)
Very low risk Very low risk (green) (green)
Low risk (yellow)
Very low risk (green)
Low risk (yellow)
Very low risk (green)
Low risk (yellow) Low risk (yellow)
High risk (brown) Very high risk (red)
Very high risk (red)
Very low risk (green)
Low risk (yellow) Moderate risk (orange) Moderate risk (orange)
Very low risk (green)
Low risk (yellow)
Moderate risk (orange)
High risk (brown)
Very high risk (red)
3 Possible
4 Likely
Rating
04/12
3
2
6
Low
09/11
04/12
3
3
9
Low
09/11
04/12
3
4
12
Moderate
The risk scoring proved mixed, with high objective assessment risk against service delivery capability risks. The overall risk assessment is classed as low; however risk is still evident and must be managed well. The risk scored as moderate, due to potential risks associated with culture change among MDT’s during organisational transformation.
Management Strategy
Insignificant
2 Unlikely
certain
09/11
Consequence
1 Rare
5 Certain/almost
Assess effectiveness of management engagement, identify ‘hot zones’ to minimise risk. Review implementation objectives alongside Trust OD plan / strategy. Evaluate and explore the requirements to minimise negativity during implementation of plan.
Moderate risk (orange)
Level
Action Level
Very Low
Accept Risk. To be managed by local management.
Low
Accept Risk. To be managed by local management.
Moderate
Management action required to reduce risk level to low risk level.
High
Significant Risk. Board Level Action/Awareness required
Very High
Significant Risk. Board Level Action/Awareness required
Moderate risk (orange) High risk (brown)
Very risk (red)
APPENDIX F – MCI COMPETENCE SELF ASSESSMENT TOOL Key:
Chosen x1
/
Chosen x2
/
Chosen x3
1
=
Grading System At the moment, not competent or confident at this activity
2
=
Often quite good, but inconsistent
3
=
Good performance, usually achieves the required results
4
=
Very strong and consistent performance, even in difficult situations
Acting Assertively – Managers who act assertively show resilience and determination to succeed in the face of pressure and difficulties. He/She: 1
Takes a leading role in initiating action and making decisions
1
2
3
4
2
Takes personal responsibility for making things happen
1
2
3
4
3
Takes control of situations and events
1
2
3
4
4
Acts in an assured and unhesitating manner when faced with a challenge
1
2
3
4
5
Says no to unreasonable requests
1
2
3
4
6
States own position and views clearly in conflict situations
1
2
3
4
7
Maintains beliefs, commitment and effort in spite of set-backs or opposition
1
2
3
4
Acting strategically – Managers who act strategically identify the way forward in a complex environment, referring constantly to a longer-term vision for the organisation. He/She: 8
Displays an understanding of how the different parts of the organisation and its environment fit together
1
2
3
4
9
Works towards a clearly defined vision of the future
1
2
3
4
10
Clearly relates goals and actions to the strategic aims of the organisation
1
2
3
4
11
Takes opportunities when they arise to achieve the longer-term aims or needs of the organisation
1
2
3
4
Behaving ethically – Managers who behave ethically identify concerns and resolve complex dilemmas in an open, reasoned manner. He/She: 12
Complies with legislation, industry regulation, professional and organisational codes
1
2
3
4
13
Shows integrity and fairness in decision -making
1
2
3
4
14
Sets objectives and creates cultures which are ethical
1
2
3
4
15
Clearly identifies and raises ethical concerns relevant to the organisation
1
2
3
4
16
Works towards the resolution of ethical dilemmas, based on reasoned approaches
1
2
3
4
Building team – Managers who build effective teams encourage team effort, build cohesion and maintain motivation. He/She: Manages Others 17
Actively builds relationships with others
1
2
3
4
18
Makes time available to support others
1
2
3
4
19
Encourages and stimulates others to make best use of their abilities
1
2
3
4
20
Evaluates and enhances people’s capability to do their jobs
1
2
3
4
21
Provides feedback designed to improve people’s future performance
1
2
3
4
22
Shows respect for the views and actions of others
1
2
3
4
23
Shows sensitivity to the needs and feelings of others
1
2
3
4
24
Uses power and authority in a fair and equitable manner
1
2
3
4
Relates to Others 25
Keeps others informed about plans and progress
1
2
3
4
26
Clearly identifies what is required of others
1
2
3
4
27
Invites others to contribute to planning and organising work
1
2
3
4
28
Sets objectives which are both achievable and challenging
1
2
3
4
29
Checks individuals’ commitment to a specific course of action
1
2
3
4
30
Uses a variety of techniques to promote morale and productivity
1
2
3
4
31
Identifies and resolves causes of conflict or resistance
1
2
3
4
Communicating – Managers who communicate effectively are able to share information, ideas and arguments with a variety of audiences. He/She: 32
Identifies the information needs of listeners
1
2
3
4
33
Listens actively, asks questions, clarifies points and re-phrases others’ statements to check mutual understanding
1
2
3
4
34
Adopts communication styles appropriate to listeners and situations, including selecting an appropriate time and place
1
2
3
4
35
Uses a variety of media and communication aids to reinforce points and maintain interest
1
2
3
4
36
Presents difficult ideas and problems in ways that promote understanding
1
2
3
4
37
Confirms listeners’ understanding through questioning and interpretation of nonverbal signals
1
2
3
4
38
Encourages listeners to ask questions or re-phrase statements to clarify their understanding
1
2
3
4
39
Modifies communications in response to feedback from listeners
1
2
3
4
Focusing on results – Managers who focus on results are proactive and take responsibility for getting things done. He/She: 40
Maintains a focus on objectives
1
2
3
4
41
Tackles problems and takes advantages of opportunities as they arise
1
2
3
4
42
Prioritises objectives and schedules to make best use of time and resources
1
2
3
4
43
Focuses personal attention on specific details that are critical to the success of a key event
1
2
3
4
44
Actively seeks to do things better
1
2
3
4
45
Uses change as an opportunity for improvement
1
2
3
4
46
Establishes and communicates high expectations of performance, including setting an example to others
1
2
3
4
47
Sets goals that are demanding of self and others
1
2
3
4
48
Monitors quality of work and progress against plans
1
2
3
4
49
Continually strives to identify and minimise barriers to excellence
1
2
3
4
Influencing others – Managers who influence the behaviour of others plan their approaches and communicate clearly using a variety of techniques. He/She: 50
Develops and uses contacts to trade information, and obtain support and resources
1
2
3
4
51
Presents oneself positively to others
1
2
3
4
52
Creates and prepares strategies for influencing others
1
2
3
4
53
Uses a variety of means to influence others
1
2
3
4
54
Understands the culture of the organisation and acts to work within it or influence it
1
2
3
4
Managing Self – Managers skilled in managing themselves show adaptability to the changing world, taking advantage of new ways of doing things. He/She: Controls emotions and stress 55
Accepts personal comments or criticism without becoming defensive
1
2
3
4
56
Remains calm in difficult or uncertain situations
1
2
3
4
57
Handles others’ emotions without becoming personally involved in them
1
2
3
4
Manages personal learning and development 58
Takes responsibility for meeting own learning and development needs
1
2
3
4
59
Seeks feedback on performance to identify strengths and weaknesses
1
2
3
4
60
Learns from own mistakes and those of others
1
2
3
4
61
Changes behaviour where needed as a result of feedback
1
2
3
4
62
Reflects systematically on own performance and modifies behaviour accordingly
1
2
3
4
63
Develops self to meet the demands of changing situations
1
2
3
4
64
Transfers learning from one situation to another
1
2
3
4
Searching for information – Managers with information-search skills gather many different kinds of information by a variety of means. He/She: 65
Establishes information networks to search for and gather relevant information
1
2
3
4
66
Actively encourages the free exchange of information
1
2
3
4
67
Makes best use of existing sources of information
1
2
3
4
68
Seeks information from multiple sources
1
2
3
4
69
Challenges the validity and reliability of sources of information
1
2
3
4
70
Pushes for concrete information in ambiguous situation
1
2
3
4
Thinking and decision making – Managers displaying thinking and decisionmaking skills analyse and made deductions from information in order to form judgements and take decisions. He/She: Analyses 71
Breaks processes down into tasks and activities
1
2
3
4
72
Identifies a range of elements in, and perspectives on, a situation
1
2
3
4
73
Identifies implications, consequences or causal relationships in a situation
1
2
3
4
74
Uses a range of ideas to explain the actions, needs and motives of others Conceptualizes
1
2
3
4
75
Uses own experience and evidence from others to identify problems and understand situations
1
2
3
4
76
Identifies patterns or meaning from events and data which are not obviously related
1
2
3
4
77
Builds a total and valid picture from restricted or incomplete data
1
2
3
4
Takes decisions 78
Produces a variety of solutions before taking a decision
1
2
3
4
79
Reconciles and makes use of a variety of perspectives when making sense of a situation
1
2
3
4
80
Produces own ideas from experience and practice
1
2
3
4
81
Takes decisions which are realistic for the situation
1
2
3
4
82
Focuses on facts, problems and solutions when handling an emotional situation
1
2
3
4
APPENDIX G – JOHARI ADJECTIVE LIST SELF ASSESSMENT TOOL Key:
Line Manager: L
/
Colleague: C /
Self: S
Assertive
Happy
Paternal
Self conscious
Ambitious
Helpful L / S
Perceptive
Sensible L / S
Annoying
Imaginative
Perfectionist C
Sensitive
Anxious
Immature
Persuasive
Sentimental
Authoritative
Inconsiderate
Passive
Serious
Bitter
Independent L
Pleasant
Silly
Calm
Intelligent C / S
Powerful
Skilful
Carefree
Introverted
Precise
Sociable
Careless
Irresponsible
Pretending
Stable
Caring L
Irritable
Progressive L
Strained
Cheerful C
Jealous
Protective
Strong
Clever
Kind C / S
Proud L / S
Stubborn
Cold
Lazy
Questioning
Sympathetic
Confident
Lively
Quiet
Tactful L
Controlled
Logical S
Rational
Temperamental
Critical
Malicious
Reactionary
Tenacious
Cynical
Manipulative
Realistic C / S
Tense
Demanding
Maternal
Reasonable
Thoughtful
Dependable
Mature L / S
Reassuring
Tough
Disciplined
Modest
Rebellious
Trusting
Dogged
Naïve
Regretful
Trustworthy L / C / S
Domineering
Negative
Rejecting
Unassuming
Dreamy
Nervous
Relaxed
Uncertain
Dutiful
Neurotic
Reliable L / C
Unconcerned
Efficient L / C / S
Noisy
Religious
Understanding
Energetic
Normal
Resentful
Unreasonable
Fair
Oblivious
Respectful
Vulnerable
Flexible
Observant
Responsible C / S
Warm
Flirtatious
Obsessive
Sarcastic
Wilful
Greedy
Organised L / C / S
Satisfied C
Wise C
Giving
Overburdened
Scientific
Witty
Guilty
Overconfident
Self accepting
Worried
APPENDIX H – PERSONAL DEVELOPMENT PLAN Personal Development Plan (PDP) Indentified developments area: 1. ‘Contributing to planning and organising work’ 2. ‘Integrity and fairness in decision making’ SMART development Learning and Practical and academic objectives Development resources Activities What resources or support What do I want/need to What will I do to will I need? learn? achieve this? Understand the need for effective, confident and clear communication when communicating with team members, particularly during planning and organisation tasks. Develop confidence and techniques for undertaking planning and decision making. Increase personal contributions and activities involving more effective and confident planning and decision making. Enhance planning and decision making skills and techniques in order to enhance and support career development aspirations. Gain experience of planning and organisation workload of subordinates within department.
Increase contribution in team meetings and seminars. Create a log book or diary of personal development activities relating to planned target areas e.g. when delegating tasks or undertaking decision making. Research and read around planning, organisation and decision making. Discuss options for involvement and participation to develop the named target areas in the context of my work environment and personal development.
Academic / Research -Honey & Mumford Learning Style Questionnaire -MCI Personal Competence Model -Various ‘Organisational Behaviour’ and ‘HRMD’ textbooks. -Various NBS Workbooks Resources / Info Sources -www.cipd.co.uk -www.managers.co.uk -www.businessballs.com Personal / Practical Seek feedback from colleagues and line managers. Possible use of 360° feedback within direct work environment. Advice and guidance from line manager and other professionals e.g. HR / L&D within organisation.
Methods of review and criteria
Deadlines
What will my success criteria be? A successful diary / log of increased number of activities and tasks that I have undertaken to develop my area of weakness.
Target dates for review and completion Action Plan Over 10 Week Period
Improved confidence in the ability to conduct decision making in various situations and circumstances, and additionally the confidence to plan and organise subsequent actions within the team effectively.
Weeks 1 & 2 – Research & Reading around culture. Weeks 3 – Implement Personal Action Development Plan Weeks 4, 5, 6, 7, 8 & 9 – Activities & Tasks focused on improving Organisational Culture Week 10 – Review & Evaluate
APPENDIX I – PROJECT GUIDANCE PROCESS PORTFOLIO Guidance Session 1
Guidance Session 2
Guidance Session 3
Guidance Session 4
