Patch 1. Theme: ‘The ‘Culture’ in Complex Organisations’ The purpose of this assignment is a personal analysis of the culture of the organisation in my placement. I will be incorporating the cultural web developed by Gerry Johnson and Kevan Scholes in 1998 and choosing three elements stories, rituals & routines and organisational structure which are interrelated and assist in the making of the paradigm.
Organisations develop cultures whether they want to or not and run at conscious and unconscious level (Hagberg 2002) and if people do not understand the culture in its organisation difficulties can be raised from misunderstanding (Sullivan & Rothwell 2005). The culture of an organisation can be considered as set of beliefs, values, ideas, and experiences with organisation acting on the basis of its beliefs (Korte & Chermack 2007).
Also Kilmann (1985) states that culture is to the organisation what personality is to the individual. The first element that I have chosen is stories from the paradigm. Stories are the past events and people talked about inside and outside the company chooses to perceive as great behavior (Mindtools 2010). So relating back to my placement, my mentor had a favourite student and the fact that the favourite student had started earlier than me which was a disadvantage because they got to know each other well.
So I felt I was in a vulnerable state and left out but after the other student finished her placement, my mentor was assigned to work with me but whenever I was with my mentor she would always say that the other student used to do that and this which made me less competent to do any work. But everyone is individual so gaining an awareness of individuality and competencies may have been useful for my mentor (Hughes & Kinnell 2010). Hence Jeffreys (2006) states that lack of confidence can be an intriguingly complex phenomenon that can influence learning and performance.
It can also create a threat to self-esteem because it depends to some extent on the perceived appraisal of significant other too (Mille 2009). However I could use such stories in a positive approach to do any work better that she used to do and deviate from the norm (Johnson et al 2008) to prove it to my mentor. Rituals and Routines are the “way we do things around here” (Johnson et al 2008) and it is extremely difficult to change so rituals in organisational life are used to reinforce the routines (Capon 2004). The lacement that I was on had certain rituals and routines like lights should be turned off at 1:00pm because it should be a resting period for patient and they should be in bed. But I used to think to myself what about the patient who doesn’t like taking a nap just after lunch or what about people who didn’t like the lights to be turned off because they prefer to read newspaper or magazine. And lastly, is an organisational structure, which is likely to reflect power structure and emphasise what is important in the organisation (Johnson et al 2004).
In every organisation there is an hierarchy state (McCabe 2010) which makes communication to the senior staff difficult but on my placement area they did have a hierarchy as staff nurse, ward sister and health care assistant but they were all very close and worked as a team. There was no communication barrier due to hierarchy; everyone was at same level when putting their point across. Ward sister was very hands on the ward and helped us around which reflects from that organisation that the structure was defined by the organisation chart (Mindtools 2010) but what is important is a good working relationship and to work as a team.