SLIDE 1

“An organizational culture can either build or destroy its

employees or the organization as a whole”.
A good school culture starts with connections — strong and
overlapping interactions among all members of the school
community.

SLIDE 2
Organizational culture is the set of norms, values, and behaviors
associated with a particular organization. It’s embodied by the people who
work in that organization, how they behave, how they treat each other, and
how they treat clients and customers. It typically shows up “behind the
scenes” and may not be known to anyone outside the organization. It’s also
quite different from branding, which is more often experienced by clients and
customers but may be entirely different from the culture that exists for
employees and leaders of that organization.
We know that organizational culture matters because it can turn your
employees into your greatest advocates or your worst critics. In this world
where everyone has a voice, that can either boost your organization or
destroy it.

SLIDE 3
1. TAKE NOTE: the prevailing atmosphere in your school will affect
everything that goes on inside its walls.
2. Basically, a school culture consists of the underlying influences and
attitudes within the school — based on the norms, traditions and
beliefs of the staff and students. School Culture results from both
conscious and unconscious perspectives, values, interactions, and
practices, and it is heavily shaped by a school’s particular institutional
history.
3. Students, parents, teachers, administrators, and other staff members
all contribute to their school’s culture, as do other influences such as
the community in which the school is located, the policies that govern
how it operates, or the principles upon which the school was founded.
SLIDE 5

Types of Organizational Culture

1. Create Culture (Adhocracy Culture)
This is a dynamic and creative working environment. Employees take risks.
Leaders are seen as innovators and risk takers. Experiments and innovation
are a way of bonding. Prominence is emphasized. The long-term goal is to
grow and create new resources. The availability of new products or services
is seen as a success. The organization promotes individual initiative and
freedom.
• Do new things: create, innovate, envision the future
• Transformational Change
• Handle discontinuity, change, and risk
• Freedom of thought and action, rule-breaking
• Thoughtful experimentation, learning from mistakes, failing fast
• Roles like entrepreneurs and visionaries
• Visionaries inclined toward risk, not afraid of uncertainty
Typical in sectors like technical start-ups, technology-driven industries
(communications, sustainability), but also disruptive services like Airbnb,
Uber.

2. Collaborate Culture (Clan Culture)

This working environment is friendly. People have a lot in common, and it
feels like a large family. The leaders are seen as mentors or maybe even
father figures. The organization is held together by loyalty and tradition.
There is great involvement. They emphasize long-term Human Resource
Development. Success is defined within the framework of addressing the
needs of the clients and caring for the people. The organization promotes
teamwork, participation, and consensus.
• Do things together: build teams, people matter
• Long-term Change
• Commitment, empowerment, cohesion, engagement
• Human development
• Collective wisdom, long-lasting partnerships, and relationships
• Roles like a mentor and a coach
• Wary of conflict
Typical in sectors like health care, education, some government agencies,
not-for-profits.
3. Control Culture (Hierarchy Culture)
This is a formalized and structured workplace. Procedures direct what people
do. Leaders are proud of efficiency-based coordination and organization.
Keeping the organization functioning smoothly is most crucial. Formal rules
and policies keep the organization together. The long-term goals are stability
and results, paired with an efficient and smooth execution of tasks. Reliable
delivery, continuous planning, and low cost define success. The personnel
management has to guarantee work and predictability.
• Do things right: eliminate errors
• Incremental Change
• Attention to details, careful decisions, precise analysis
• Increase consistency and reliability, well-informed experts
• Better processes and efficiency, routines
• Roles like organizers and administrators
• Conservative, cautious, logical problem solvers
Typical in sectors like medicine, nuclear power, military, government, banking
and insurance, transportation.

4. Compete Culture (Market Culture)

This is a results-based workplace that emphasizes targets, deadlines, and
getting things done. People are competitive and focused on goals. Leaders
are hard drivers, producers, and rivals. They can be tough with high
expectations. The emphasis on winning keeps the organization together.
Reputation and success are the most important. Long-term focus is on rival
activities and reaching goals. Market dominance, achieving your goals, and
great metrics are the definitions of success. Competitive prices and market
leadership are important. The organizational style is based on competition.
• Do things fast: compete, move fast, play to win
• Fast Change
• Customer satisfaction, attack competitors, shareholder value
• Speed: results-right-now, getting things done, achieving goals
• Acquire other firms, outsource selected processes,
• Deliver results, make fast decisions, solve problems
• Leaders are hard-driving, directive, commanding, demanding
Typical of sectors like consultancy, accountancy, sales and marketing,
services, manufacturing.

How do you improve organizational culture?

Key ways to improve organizational culture include:

1. Connect employee work to a purpose

2. Create positive employee experiences
3. Be transparent and authentic
4. Schedule regular and meaningful
5. Encourage frequent employee recognition
SLIDE 7

Qualities of a great organizational culture

Every organization’s culture is different, and it’s important to retain what

makes your company unique. However, the cultures of high-performing
organizations consistently reflect certain qualities that you should seek to
cultivate:

• Alignment comes when the company’s objectives and its employees’

motivations are all pulling in the same direction. Exceptional organizations
work to build continuous alignment to their vision, purpose, and goals.
• Appreciation can take many forms: a public kudos, a note of thanks, or
a promotion. A culture of appreciation is one in which all team members
frequently provide recognition and thanks for the contributions of others.
• Trust is vital to an organization. With a culture of trust, team members
can express themselves and rely on others to have their back when they
try something new.
• Performance is key, as great companies create a culture that means
business. In these companies, talented employees motivate each other to
excel, and, as shown above, greater profitability and productivity are the
results.
• Resilience is a key quality in highly dynamic environments where
change is continuous. A resilient culture will teach leaders to watch for
and respond to change with ease.
• Teamwork encompasses collaboration, communication, and respect
between team members. When everyone on the team supports each
other, employees will get more done and feel happier while doing it.
• Integrity, like trust, is vital to all teams when they rely on each other to
make decisions, interpret results, and form partnerships. Honesty and
transparency are critical components of this aspect of culture.
• Innovation leads organizations to get the most out of available
technologies, resources, and markets. A culture of innovation means that
you apply creative thinking to all aspects of your business, even your own
cultural initiatives.
• Psychological safety provides the support employees need to take
risks and provide honest feedback. Remember that psychological safety
starts at the team level, not the individual level, so managers need to take
the lead in creating a safe environment where everyone feels comfortable
contributing.
SLIDE 10
LEADERSHIP STYLES AND THEIR IMPACT ON CULTURE

Transformational leadership

Transformational leaders inspire and motivate employees to achieve their full

potential and reach organizational goals. They often have a clear vision and
can communicate it effectively, creating a sense of purpose and direction
within the organization. This style can foster a positive and innovative
organizational culture where employees feel supported and empowered to
achieve their goals.

Transactional leadership

Transactional leaders focus on setting clear goals and providing rewards and
punishments based on employee performance. This style can create a
results-oriented and productive organizational culture where employees
know what is expected of them and are motivated to achieve their goals.
However, it can also lead to a lack of creativity and a focus on short-term
results at the expense of long-term success.

Laissez-faire/Servant leadership

Laissez-faire leaders take a hands-off approach and allow employees to

make their own decisions and manage their own tasks. This style can create
a relaxed, creative, and autonomous organizational culture, but it can also
lead to a lack of structure and accountability if employees are not self-
motivated or lack direction.

Autocratic leadership

Autocratic leaders make decisions independently and expect employees to

follow their directives without question. This style can create a hierarchical,
top-down organizational culture where employees have little input or
autonomy. While it can be effective in situations that require quick decision-
making, it can also lead to resentment and low morale among employees
who feel undervalued and powerless.

Democratic leadership

Democratic leaders involve employees in decision-making processes and

value their input and ideas. This style can foster a collaborative and inclusive
organizational culture where employees feel heard and valued. However, it
can also lead to slower decision-making processes and a lack of clear
direction, as everyone's opinions are taken into account.