Presentation on theme: "Mapping uncharted territory: identifying organisational subcultures and their orientations in a post- merger higher educational institution Balázs HEIDRICH,"— Presentation transcript:
Mapping uncharted territory: identifying organisational subcultures and their orientations in a post- merger higher educational institution Balázs HEIDRICH, Ph.D, Budapest Business School, Hungary firstname.lastname@example.org Nick CHANDLER, Budapest Business School, Hungary email@example.com NATIONAL AND REGIONAL ECONOMICS VIII Herľany, October 13th – 15th October 2010
The free market economy in education Global market of international student Performance benchmarks Rankings Decreased state funding Academic capitalism Entrepreneurial learning Employability
Organisational culture in Hungarian HEIs National culture (e.g. UAI 82, Hofstede, 2005) History – changes since 1989 academic capitalism (Slaughter and Rhoades, 2004). Post-merger: increased complexity; subcultures Strong culture – traditions, long tenure.
Assessing the orientation and mapping a HEI culture Perspective: Integration (unitarist) Differentiation (pluralist) Fragmentation (anarchist) A multi-perspective approach
Assessing the orientation and mapping a HEI culture Quantitative: Competing values framework – OCAI (Quinn and Cameron, 1999): - Clan Adhocracy Hierarchy Market
Assessing the orientation and mapping a HEI culture Quantitative: A means to map out dominant culture, degree of unity, subcultures, fragmentation (ambiguity / uncertainty) Mapping organisational culture – cluster analysis (dendogram) to indicate shared values and perceptions Factors for consideration: Tenure, Age, Gender, Occupation, Discipline, Location, Specialization
Assessing the orientation and mapping a HEI culture Qualitative: - Interviews – assessing values, beliefs and assumptions as well as other reasons for formation of subcultures e.g. informal groups Concept mapping – market-orientation, subcultures, effectiveness Cognitive mapping – what is the key orientation for the Budapest Business School? How do we get there? What is the effect of culture on achieving this?
Thank you for your attention Nick CHANDLER, Budapest Business School, Hungary firstname.lastname@example.org
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