This section will outline all the factors which affect organisational culture, including corporate governance and ethical considerations.
What is Corporate Governance? Why is it necessary? An introduction to corporate governance, its applications and importance.
A complete overview of the concept of Corporate Governance.
Hofstede's Model of Organisational cultures. An article outlining Hofstede's five factors that directly influence an organisations culture.
Ethical decision-making and leadership are the basis of ethical organizations, corporate social responsibility, 'fairtrade', sustainability, the 'triple bottom line', and other similar concepts.
Exploring the Major factors that influence and drive corporate governance.
Exploring the implications of the Global Financial Crisis on Corporate Governance.
A case study looking at the events, causes and implications of the BP Deepwater Horizon Disaster.
A case study exploring the conception and downfall of BCCI.
Exploring the types of Organisational Culture that exist within any business and the potential impacts and advantages of such cultures on Employees and their Performance.
Exploring Adizes Ten Stages of the Corporate Life Cycle Model.
Dr Ichak Adizes is a renowned business guru and theorist, and founder of the Adizes Institute, now the home of the Adizes organisational development methodology and its related services.
Gung Ho!® is a relatively recent licensed methodology for developing and improving organizational culture and performance
The concept of Shamrock Organisations was outlined by Irish academic Charles Handy in his 1989 book The Age of Unreason to describe the three major component workforces of any organisation (the leaves of the Shamrock). These are: core workers, contract workers and peripheral workers, and all must interconnect seamlessly to create an efficient and productive organisation. This organisational culture model can be used to map the structure of a company, and can act as an aid in planning intra-company change and development.
John Atkinson's Flexible-Firm Model (1984) is a managerial and organisational technique used to optimise the allocation of human resources in accordance with market instability and workforce flexibility. It defines two clear groups of workers, the core and peripheral group, which are organised within the company based on three types of flexibility: functional, financial and numerical.
Rensis Likert's Management Systems are powerful theories of leadership which highlight various organisational dynamics and characteristics.
This section will focus on the impact of different organisational cultures on employee engagement and motivation.
An overview of employee engagement. Using techniques such as the seven pillars of engagement to encourage high levels of team engagement through positive attitudes and work ethic.
Behavioural researcher and author Dan Pink discusses various tactics leaders may employ to motivate and drive engagement from their staff, subsequently fuelling development and performance within the team.
Leadership author and executive coach Marshall Goldsmith discusses the qualities required to galvanise a team and drive results. He outlines this in the form of six intrinsic questions one must ask to fuel employee engagement.
This section contains the end of course quiz - a chance to review the knowledge you have gained from this course.