Clayton, Berwyn and Fisher, Thea (2006) Assessing the impact of cultures and structures on organisational capability. In: AARE National Conference, 2006, Adelaide.

Abstract

Schein (1992) suggests that organisational culture is even more important toady than it has previously been before. Globalisation, increased competition and technological change have created a greater need for innovation, coordination and integration across organisations in order to improve efficiency and meet the expectations of increasingly more sophisticated clients. It is suggested that the key is to identify and effectively manage the varying cultures that exist within organisations, to develop synergies between them and, where possible, prevent them from conflicting with each other. At the same time, traditional organisational structures are being tested by demands for greater adaptability and flexibility and mechanistic organisational structures are making way for more organic structural approaches. This paper presents the findings of research into Australian vocational education and training providers and the impact that cultures and structures have on their organisational capability. The study is a component of the DEST funded consortium research program Supporting VET providers in building capability for the future.

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