Organisational Culture

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來自 University of London 的課程

Keeping up with Change: Issues for the Finance Professional

203 個評分

University of London

Keeping up with Change: Issues for the Finance Professional

203 個評分

This MOOC identifies and explores a number of challenges to the finance professional arising from the ever changing business environment. Increasingly, financial decisions must take account of strategic consequences. The first module, Exploring Strategic Position, Choice and Action helps in doing that – setting a strategic context for planning for, monitoring and controlling projects and activities. An on-going set of challenges is found in the evolution of International Reporting Standards. The second module focuses on some recent changes in Standards, identifying the drivers for changes, and examining evolution in controversial areas such as leasing and goodwill. The third and final module, Corporate Governance, examines issues which are causing people to re-assess the nature, purpose and scope of corporate governance, and challenges to making governance function effectively. Key issues here are the move to include a broader range of stakeholders, the perennial challenge of agency theory issues, shareholder activism, changing Board structures, and challenges to internal control to better manage risk. This MOOC will be right for you if you are interested in engaging with some of the challenges facing finance professionals, even if you are not one yourself. If you are thinking about returning to study this will provide a taster of academic endeavours through reading articles, critiquing ideas, and blending theory with reality

從本節課中

Exploring Strategic Position, Choice and Action (Part 2)

Welcome to the second part of the first topic of 'Keeping up with Change: Issues for the Finance Professional'. In this module you will be exploring two further key areas of: Strategic Action and Evaluating Strategic Action. Throughout the module you will have the opportunity to apply all of you learning into context, be that based on your own organisation, or your professional experience in general. This will enabling you to apply the theoretical models we cover in the module to your professional practice.

Exploring Strategic Position, Choice and Action- Introduction to week 21:54

Organisational Culture7:07

Cultural Web8:47

The Functional Structure4:14

The Divisional Structure3:42

The Matrix Structure2:48

The Team Structure3:12

The Network Structure1:06

2 Main Approaches to Strategy3:26

3 Main Areas for Strategic Action4:03

與講師見面

Dr Sarah Warnes
Teaching Fellow
School of Management, UCL
Dr Alan Parkinson
Deputy Director (Education), School of Management
UCL, University of London
Mr Suman Saha
Visiting Academic
UCL School of Management

[MUSIC]

The very popular definition of organizational culture is the way things

are down around here.

And we only really understand an organisational culture by

immersing ourselves within it.

Now culture is a very powerful aspect of any organization.

Often academics use the metaphor of an iceberg.

And if you picture an iceberg you know that what we see on

the surface is far smaller than what we don't see.

So beneath the water's surface the iceberg is much,

much bigger to what we can visually see.

And that's really a good metaphor for culture because we can see certain aspects

of it when we visually go into an organization as an employee or a customer.

But there's so

much of it that we don't see unless we're actually working in the organization.

So depicting this iceberg and applying it is Schein's three levels of culture.

Schein is a very well known writer of organizational culture.

And in 1985, which I appreciate is some time ago now, but

it's generic and it can still be applied, he came up with these three levels.

The first level is the organization's artefacts, a superficial level of culture.

So it's what we see.

And examples of artifacts are things like organization charts.

It could be the size of offices.

It could be the plushness of decor.

It could be the allocated car parking spaces within an organization.

It could be the quality of the cars themselves.

It could be how people dress within the organization.

So things that we can see immediately on entering an organization

which helps us to draw some conclusions about the culture.

So for example in an organization maybe on the lower

levels of the organization there's more of the operational staff whereas on.

Occupying the offices of the top level are the most senior members of staff.

We then begin to get a view that people are treated differently.

That the organization is quite hierarchical.

If there's allocated car parking spaces in the car park again we begin

to see people being treated differently in an organization depending on their status.

Equally if we go into somewhere like McDonald's, a fast food restaurant,

what we see is bright colors, bright lights, hard seats, fast service.

That's the the culture of the organization as a customer.

They don't want us to spend hours sitting there having our burger.

They want us to go in and go out in a very bright, quite intense atmosphere.

So we can quickly begin to start to identify culture through the artifacts,

what we see, and these are also known as the overt,

the overt aspects of culture, the things we can easily see.

We then have beliefs, values, and attitudes, and

that's the beliefs, values, and attitudes of the organization.

And we often talk about the espoused beliefs, values, and attitudes.

So when the organization is saying what they're mission statement are, they

publicize they're values, they publicize all their corporate social responsibility

activities, that's their espoused beliefs, values, and attitudes.

It's also how things take place at an organization, so

how teams form, how meetings are run, how decisions are made.

We only get to know this as we embed ourselves further within the organization.

The final level of our Basic Assumptions.

Now, if I draw an arrow up here, this is very much

the covert aspects of the the organizations.

The things that we don't see as we just come into the organization.

This is what's going on underneath.

So if we think back to our iceberg metaphor,

what's going on underneath the surface.

We can have arrows going down, and equally, we can have arrows going up.

So, this aspect of culture is if you like the deepest,

the deepest level of culture.

And then we go up to the superficial or the surface level of culture.

This is very difficult to discern, unless,

as I've said before, you're working in the organization.

So it's really, I like to call it the personality of the organization.

It's what's real.

It's what's lived.

And all organizations will have their processes, their procedures,

the uniforms that we have to wear, how we treat our customers, etc.

But this is actually what happens,

what truly is happening, Within the organization.

It's about the deeply embedded values that we carry to work every single day.

It's at this level that we begin to understand why teams for in a certain way.

Why that person is making those key decisions.

It drips down and comes back up again.

Often that we talk about the politics of an organization,

the gossip, the informality.

That's all happening here.

If this is misaligned with this or

with this we have something called the cultural drift.

And what that means is, what this organization is saying they're about or

what they physically represent actually they're not.

So if it's an organization that's espousing wonderful human values,

they pride themselves on treating their staff well, staff have career progression.

But actually, when you talk to the staff where you work there yourselves,

that's not the case.

There's going to be a problem.

So what you have then,

is this cultural drift which means that what's being said, what's being

espoused is actually different from what is being lived in the organization.

Now, if this isn't aligned,

that's going to mean that the mission is not going to be achieved.

The goals and objectives aren't going to be achieved and is going to be problems.

Culture is a very, very powerful asset of any organization and

it needs to be listened to by managers and understood very well.

[MUSIC]

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