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• W80854736 abstract "The operating environment of the not-for-profit human services sector is changing andorganizations that are part of it cannot afford to be complacent about performance.Strategic human resource issues such as organizational culture and its affect onperformance are therefore becoming increasingly important.This study describes the current organizational culture of Panorama, a residentialprogram for people with intellectual disabilities and provides a detailed analysis of thebehavioural norms, values and basic assumptions that form this culture.Conclusions were drawn after addressing the major research question:What style of culture does Panorama have?The subsidiary research questions explored were:What are the positive aspects of Panorama's culture?What are the negative aspects of Panorama's culture?Is the culture of the leaders different to that of other employees?What is Panorama'spreferred culture?What are the implications of the study's findings for the future of the program?Data was gathered using the Organizational Culture Inventory (OCI), theOrganizational Culture Inventory - Preferred Culture (OCI - Preferred Culture) and afocus group based on Schein's (1992) model for deciphering culture.This study found that Panorama has a predominately negative style of culture. The OCIindicated that the overarching cultural style is Passive/Defensive (average percentilescore in this sector 45 % , section 4.2). Panorama has two primary styles of culture Avoidance and Oppositional (scores of 65%, section 4.3) and a secondary style that isConventional (score of 53 %, section 4.3).Dominate behavioural norms include getting involved, non-committal,pushing decisions upward, laying low when things get tough, looking formistakes questioning decisions made by others, pointing out flaws, hard toimpress, opposing new ideas, remaining aloof from the situation, fitting into themould, rocking the boat, making a good impression, conforming andtreating rules as more important than people.Many of Panorama's values and the observable artifacts relating to these values arenegative (sections 4.5.3 an 4.5.4). Certain buildings are not valued, particularly those atthe main site. Staff would also value more time to deal with client issues, includingclient paperwork, and to further develop clients' skills. A number of negative valueswere articulated in relation to communication. High values are placed on black andwhite statements about events and gossip. Ceremonies and rites that test or displaypeople's toughness credentials, in particular the initiation rite of being assaulted by aclient, are also highly valued.Of the fourteen basic assumptions identified by the focus group thirteen were negative.Some describe clients as being people who are dependent and at times dangerous, whoshould be kept separate from the wider community for the protection of themselves andothers. Other negative basic assumptions describe staff as only being credible whenthey have coped with difficult or challenging behaviours, and w h o are only consideredcompetent when nothing goes wrong. The dominance of negative basic assumptions inPanorama's current culture is a powerful force negative values andbehavioural norms to flourish (sections 2.2, 4.5.1, 4.5.4, 4.5.5 and 4.5.6)A number of positive behavioural norms of the Humanistic-Encouraging style are partof Panorama's current culture (section 4.6.1). These are: involving others in decisionsaffecting them, showing concern for the needs of others, giving positive rewards toothers, resolving conflicts constructively and helping others grow and develop.Positive thinking styles in the areas of satisfaction, customer service and personalcommitment to customer service are also part of the culture.The focus group identified a number of positive values (section 4.6.4). Good workingconditions, equipment, technology and competent and hard working staff are valued.Good communication processes including communication between houses,documentation, up to date information, staff meetings and clear priorities are alsovalued. Providing clients with opportunities to grow and be independent, to live in adignified way and to develop more mature behaviour as they grow older are also valued.However, the data also indicates that in a number of areas there is a gap betweenPanorama's espoused values and the behavioural norms and artifacts of the culture.Therefore, the researcher concluded that a number of the positive values articulateddescribe the preferred rather than the current culture.The study identified that Panorama's culture has one positive basic assumption, thatpeople with intellectual disabilities need support to participate in the community(section 4.6.5).Data gathered using the OCI suggests that the culture of Panorama's leaders issignificantly different to that of employees. However, data gathered from otheremployees using the same instrument, and during the focus group, suggests that thedifferences between the two cultures may not be significant.There is a significant gap between the current and preferred cultures. The OCI-PreferredCulture indicates that people would overwhelmingly prefer to be working in aConstructive style of culture with the average percentile scores for these styles being89%. It is therefore interesting to note that of the ten behavioural norms that peoplewould prefer to be more prevalent in the culture, only three are from the Constructivestyles. These are encouraging others, concerned about their own growth andgiving positive rewards to others.The quantitative and qualitative data gathered in this study indicates that there is a between Panorama's current culture, the preferred culture and the cultures observed inhigh performing organizations (sections 2.5, 4.3, 4.5, 4.6 and 4.9). If these gaps are tobe closed, then a change program may be necessary.Finally, this study concluded that the OCI and OCI-Preferred Culture are suitableinstruments for analyzing culture in the not-for-profit human services sector. Inaddition, further research is needed in a number of areas. Research is needed todetermine whether Panorama's style of culture, and its behavioural norms that areassociated with poor performance, is common in the not-for-profit human servicessector. The impact that the lack of resources available to address strategic issues,including cultural issues, has on service delivery in this sector could also be furtherinvestigated. Additional research could also be undertaken at Skyline. A moreextensive study could be conducted to identify Skyline's cultural style. At Panorama,research could be undertaken in three areas. In the short term the significance ofdifferences between the culture of the leaders and other employees, and the reasons forthese differences, could be investigated. Further research could also be undertaken toidentify the reasons why espoused values are not translated into behavioural norms. Inthe medium term, this study could be repeated to evaluate the effectiveness of anyactions taken to enhance the culture." @default.
• W80854736 created "2016-06-24" @default.
• W80854736 creator A5068671644 @default.
• W80854736 date "2001-01-01" @default.
• W80854736 modified "2023-09-27" @default.
• W80854736 title "A study of the organizational culture of Panorama" @default.
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