Introduction to Organisational CultureCOURSE OVERVIEW: Welcome to the Introduction to Organisational Culture course. This program will equip you with a deep understanding of what organisational culture is, how it forms, how it shapes behaviour, and how it influences performance, innovation, and change. You will explore the foundations of culture, the role leaders play in shaping it, the advantages and disadvantages of strong cultures, and the strategies required to shift culture when

COURSE OVERVIEW:

Welcome to the Introduction to Organisational Culture course. This program will equip you with a deep understanding of what organisational culture is, how it forms, how it shapes behaviour, and how it influences performance, innovation, and change. You will explore the foundations of culture, the role leaders play in shaping it, the advantages and disadvantages of strong cultures, and the strategies required to shift culture when organisations evolve. This course also examines cultural traps, culture types, and frameworks that help leaders diagnose and improve their workplace culture.

This course begins by examining what is meant by organisational culture and what culture itself represents as a system of shared values, beliefs, assumptions, and behaviours. You will explore the fundamental concepts of culture, how culture is created through leadership, shared experiences, and organisational history, and how subcultures form within departments, professional groups, or geographic units. This section also explains how leaders shape culture through actions, decisions, communication, and role modelling, and how culture is transmitted through symbols, stories, rituals, rewards, and organisational structures. You will explore the advantages and disadvantages of culture, what makes a successful culture, and where culture resides within the organisation—not only in documents or slogans, but embedded in daily behaviour, expectations, and norms.

The next learning area focuses on cultural change and cultural dynamics. You will explore how culture can be changed in an organisation, the cultural immune response that occurs when employees resist unfamiliar practices, and strategies for successful culture change. This section examines how to promote and recruit hybrids—people who bridge old and new cultural expectations—and how to practice “management jujitsu” by working with, rather than against, existing cultural strengths. You will also explore how culture becomes habitual, how to put culture in perspective, and how culture contributes to the foundation of innovation.

A further part of the program examines the connection between organisational culture and innovation, including how culture shapes risk-taking, experimentation, and adaptability. You will explore the question, “What is the goal of my business?” to clarify cultural alignment with strategy, and examine the problems with “radical” innovation when it conflicts with established norms. This section also explores the traps organisations fall into—the perfection trap, protection trap, identity trap, and creeping box trap—which limit creativity and agility.

You will then explore workplace culture differences through recognised models. This includes person culture vs market culture, adaptive culture vs adhocracy culture, power culture vs role culture vs hierarchy culture, and task culture vs clan culture. These comparisons help diagnose cultural strengths, weaknesses, and compatibility with organisational goals.

The final learning area focuses on how and why organisational culture changes, including external pressures, internal growth, leadership transitions, mergers, and shifts in strategy. You will examine Cummings & Worley’s six guidelines for culture change, which provide a structured approach for diagnosing the existing culture, defining the desired state, engaging employees, reinforcing new behaviours, and aligning cultural levers such as systems, communications, and leadership styles.

By the end of this course you will be able to understand what organisational culture is, identify cultural strengths and weaknesses, recognise cultural barriers to innovation, apply practical strategies for culture change, and support the development of a workplace culture that aligns with organisational goals and fosters adaptability, collaboration, and long-term success.

LEARNING OUTCOMES:

By the end of this course, you will be able to understand:

• What is meant by organisational culture?
• What is culture?
• The fundamental concepts of culture
• How is culture created?
• Forming subcultures
• How leaders shape culture?
• How is culture transmitted?
• What are the advantages and disadvantages of culture?
• What makes a successful culture?
• Where is culture?
• How can culture be changed in an organisation?
• The cultural immune response to change
• Strategies for successful culture change
• How to promote and recruit hybrids?
• How to practice management jujitsu in the face of inertia?
• How culture is a habit?
• How to put culture in perspective?
• The foundation of innovation
• What is the goal of my business?
• What is the connection between organisational culture and innovation?
• The problem with “radical” innovation
• What are the traps that organisations fall into?
• The perfection trap
• The protection trap
• The identity trap
• The creeping box trap
• Workplace culture differences
• Person culture vs market culture
• Adaptive culture vs adhocracy culture
• Power culture vs role culture vs hierarchy culture
• Task culture vs clan culture
• How and why does organisational culture change?
• Cummings & Worley six guidelines for culture change

COURSE DURATION:

The typical duration of this course is approximately 2-3 hours to complete. Your enrolment is Valid for 12 Months. Start anytime and study at your own pace.

ASSESSMENT:

A simple 10-question true or false quiz with Unlimited Submission Attempts.

CERTIFICATION:

Upon course completion, you will receive a customised digital “Certificate of Completion”.