Brief Observational Assignment 1: Organisational Culture

Part 1

Omerzel et al., (2011) define organisational culture as the "system of assumptions, values, convictions, and beliefs" that are shared and commonly understood by the members of an organisation. This culture represents both the genuine and the stated values upheld by the organisation and its individuals (Zsöka, 2007). A simpler definition is provided by Schein (1992), who describes organisational culture as "a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that had worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems".

Organisational culture has a profound effect on the success of an organisation by shaping internal operations, employee behaviours, and the ways in which knowledge is shared. The Competing Values Framework (CVF), introduced by Quinn and Rohrbaugh (1981), provides a lens through which the influence of different cultural archetypes can be understood (Omerzel et al., 2011):

Hierarchy Culture supports success through its emphasis on structure and formality. By prioritising clear rules, procedures, and expectations, it ensures consistency and operational efficiency. Market Culture is results-driven, with a strong focus on external competition and achieving goals. Its transactional nature helps organisations secure a competitive advantage and improve profitability. Clan Culture resembles a close-knit family, where trust and collaboration among employees foster a supportive environment, enhancing morale and loyalty. Adhocracy Culture prioritises innovation and adaptability, enabling organisations to thrive in rapidly changing environments by encouraging creativity and flexibility.

In addition to these cultural archetypes, Attar and Kang (2018) hypothesize that organisational culture plays a key role in shaping how employees engage with IT systems for knowledge-sharing activities. A culture that values trust, open communication, and technological support creates a strong foundation for effective knowledge exchange. This, in turn, underpins an organisation’s operational efficiency, contributes to its financial growth, and supports the development of intellectual capital (Attar & Kang, 2018). By promoting knowledge-sharing behaviours, processes, and approaches, organisational culture directly influences innovation, collaboration, and strategic decision-making. Such activities not only enhance day-to-day operations but also support the long-term growth and competitiveness of the organisation (Attar & Kang, 2018).

Part 2

1. What type of organisational culture does your workplace have?

The Adler Museum operates under an Adhocracy Culture.

2. Considering the sector your organisation operates in, do you think its culture is a good fit?

Yes, the adhocracy culture is a good fit for the Adler Museum. The nature of its work requires constant innovation and adaptability, particularly in areas such as archiving, digitisation, and hosting a variety of events. This dynamic and creative approach ensures the Museum remains relevant and impactful in its sector.

3. How do the employees respond to the organisational culture? In your opinion, is the culture healthy? Please explain.

Yes, the organisational culture is healthy. Employees respond positively to the laissez-faire leadership practices, which provide them with the autonomy to explore their areas of interest and take ownership of their projects. For example, Lydia, one of our supervisors, is deeply passionate about breastfeeding and is supported in dedicating her time and energy to initiatives aligned with this interest. This freedom to focus on personal strengths and interests fosters motivation, creativity, and professional growth among staff members.

4. Given the organisation's vision and mission, do you think the current culture facilitates achieving these goals?

Yes, the current culture aligns well with the organisation's vision and mission. By promoting innovation, flexibility, and employee-driven initiatives, the culture supports the Adler Museum in fulfilling its goals effectively.

Part 3

If I were the new leader of the organisation, I would focus on strengthening recognition and reward systems and promoting sustainability and long-term planning to enhance the existing organisational culture.

Recognition and Reward Systems

Acknowledging and celebrating employee contributions is vital to maintaining motivation and aligning individual efforts with organisational goals. I would introduce initiatives such as an "Innovator of the Month" programme to highlight employees who implement creative solutions or lead successful projects. Additionally, team accomplishments could be celebrated through organisation-wide announcements or small events. These initiatives would not only boost morale but also reinforce the organisation’s commitment to valuing employee efforts and innovation.

Promote Sustainability and Long-Term Planning

To ensure the Museum’s continued relevance and impact, I would encourage a focus on sustainability in all projects. For example, digitisation efforts should be designed with long-term preservation and accessibility in mind, leveraging scalable technologies. Similarly, event planning should incorporate strategies for reducing environmental impact, such as adopting digital materials over printed ones or implementing waste management practices. By fostering a culture that prioritises sustainability, the organisation can align its operations with future needs and broader societal goals.

These changes would enhance the organisational culture by promoting a sense of purpose and alignment with both immediate goals and long-term aspirations.

References

Attar, M., & Kang, K. (2018). The effect of organisational culture and knowledge environment on organisational success: Directions for future research. ACIS 2018-29th Australasian Conference on Information Systems,

Omerzel, D. G., Biloslavo, R., Trnavčevič, A., & Trnavčevič, A. (2011). Knowledge management and organisational culture in higher education institutions. Journal for East European Management Studies, 111-139.