MBA7000 People

and Organisations
Barbara Barnes
September 2019
This is me……

 Mrs Barbara Barnes

 bbarnes@cardiffmet.ac.uk

 02920 41 6420

 Career & Educational History…..

Introductions
1. What is your name?

ar !
2. Where are you from?
n
i
o se m
3.r What did you study for
it f
av e your Bachelor’s degree?
S
4. How much experience do
you have in full-time paid
work?
UK Teaching Formats

 Traditional lecture, followed later by seminar.

 Workshops

 Flipped Lectures

 Socratic questioning

 Guest lectures, site visits, facility tours etc.

UK Assessment & feedback
formats
 Academic Essay

 Academic report

 Exams

 Portfolio work

 Peer review

 Tutor review
READING
 Fundamental to Master’s level study.

 Reading for understanding

 Reading for learning
 Reading for synthesis

 Useful guides and helpful hints tab on Moodle

 Please read and actively use both documents.

 You will also find the full reading list on Moodle –
look for the jigsaw icon
Great detectives…
 Show me the Evidence!
 Evidence that you have understood the topics
we teach and discuss in class.

 Evidence that you can apply the theory to the

practice.

 Evidence that you have read widely about the

topic from a range of relevant and appropriate
sources.
 Don’t underestimate how
long it takes to…
 To properly and thoroughly read a whole journal
article so that you truly understand it.

 make comprehensive notes about what you have read

 paraphrase the article (write it in your own words) and

correctly cite the sources you have read

 Show us that you can link your reading to the

assignment questions.
Guess Who:
Time Originator
1. 10 years a) Stephen Hawking

2. 38 years b) Marie Curie

3. 4 years c) Einstein

4. 9 years d) Babbage
We have 12 weeks!

 Using Moodle is a MUST!

 Using the library resources and Met-Search will save you
time

https://learn.cardiffmet.ac.uk/course/view.php?id=274
90
Organisational Strategy
The main emphasis of strategy

Johnson & Scholes (2005, Page 9)

strategy is ‘the direction and scope of an
organisation over the long period, ideally
which seeks to match its resources to its
changing environment and in particular
its markets, customers or clients so as to
meet stakeholder's expectations’.
Vision, mission and values
Vision:
An aspirational description of what an organisation would like to achieve or
accomplish in the mid-term or long-term future.

Values:
The operating philosophies or principles that guide
an organisation's internal conduct as well as its relationship with
its customers, partners, and shareholders.

Mission:
A  declaration of an organisation's core purpose and focus that normally
remains unchanged over time.
 Clear, exciting and genuine Vision, Mission &
Values are vital for employee engagement

 Vision, Mission & Values come from the top

 Vision, Mission & Values are key strategic

employee engagement vehicles
PURPOSE!
 Microsoft
https://www.microsoft.com/en-gb/about/

 Unilever
https://www.unilever.co.uk/about/who-we-are/our-vision/

 Tata
https://www.tata.com/about-us/tata-values-purpose

 Ford
https://corporate.ford.com/company.html

 Cardiff Met
http://www.cardiffmet.ac.uk/about/Pages/default.aspx
Aims and Objectives
Think about your own aims and objectives….

1. WHY do you want an MBA

2. WHAT will it take for you to achieve this?

3. HOW MUCH effort/sacrifice will it take?

4. WHERE will the MBA take you in the future?

So why is it so hard to
align people to a vision
and strategy?
Human resource management has
an important role
 HRM has an important role to play in organizational culture
because it involves the people who work for the organization,
who embrace and develop particular cultures within the
organization; hence, any desired change to the culture of the
organization has to be made through the people and by the
people

 This implies that human resource management and

organizational culture are linked to each other, and it will be
appropriate to treat the constructs in like manner
 Think about this!
Great corporate culture doesn’t just
happen – you need to make it happen.
It is the social glue that binds people together.

co p y a C u lt u r e i s d
A n yo n e c a n
, r iv e n b y
’s s t ra t e g y le a d e r s h ip
co m pa n y y . H o w
y c a n c o p le a d e rs b e
ut n o b o d h a v e , w h a
b
the i r c u lt u re .
t he y say, and t
what
they value
drives
culture
Culture
 Culture is an elusive term that has
received hundreds of definitions.

 Hofstede’s (1984, p. 21) influential

definition is that culture is “the collective
programming of the mind which
distinguishes the members of one human
group from another”.
Organisational Culture
 “The way we do things around here” Schein,
(1999)

 Involves common beliefs and feelings and how

people behave

Culture is a system of shared values defining what

is important and norms, defining appropriate
attitudes and behaviours
DNA

 It is often thought of as organization ‘DNA’- i.e. invisible

to the naked eye, yet a powerful template that shapes
what happens in the workplace.
Deal and Kennedy’s model (1982)

 The single biggest influence = the external

environment in which an organisation competes.

 Based on Two Dimensions – Risk and Feedback

Hofstede
 Hofstede, who is probably the most important key figure in organisational
culture, established the presence of local and national cultural groups that
affect organisational behaviour.

 Based on surveys of employees at multinational company IBM during the late

1960s and early 1970s, Geert Hofstede analysed how workplace values
differed from one national culture to another.

He analysed the results and identified initially four dimensions of cultural

difference, adding a fifth an sixth in later years.
Hofstede’s cultural dimensions
Johnson and Scholes’ Cultural Web (2008)
Edgar Schein (1990)
 According to Edgar Schein there are direct and indirect
mechanisms within organizations.

 Direct mechanisms: include exemplary behaviour,

opinions, status and appointments.

 Indirect mechanisms do not influence the organizational

culture directly however they are determinative. They
includes the mission of a company, formal guidelines,
corporate identity, rituals and design.
 Schein (2004)
Schein (2004) emphasises culture as a concept that

are below the surface, that are powerful in their

impact but invisible and to a considerable degree
unconscious.

Schein uses an analogy that culture is to a group

what personality or character is to an individual.

Levels of the organizational culture model
visible and invisible levels
 Organizational
Artifacts – symbols of Culture
culture in the physical
and social work environment Visible, often not
decipherable

Values
Espoused: what members of
an organization say they value Greater level
Enacted: reflected in the way of awareness
individuals actually behave

Assumptions – deeply held

beliefs that guide behavior and tell
members of an organization how Taken for granted,
to perceive and think about things Invisible, Preconscious
Preparation for next week’s Seminar
 Linstead, S., Fulop, L. and Lilley, S. (2009), Management and
Organisation: A Critical Text. London: Palgrave

 Chapter 3 Page 149

 This will enable you to participate fully in
the discussions within our seminar.

 Read the Journal article on Moodle and make

written notes about it. Bring them to your
seminar IN HARD COPY –(on paper!!!)