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Is it important that faculty be aware of the “hidden curriculum” in their program curricula?

Is it important that faculty be aware of the “hidden curriculum” in their program curricula?

Is it important that faculty be aware of the “hidden curriculum” in their program curricula?
Discuss Four Types of Organizational Culture

Please respond to ONE of the following prompts:What type of organizational culture is most likely to
facilitate innovative and successful curriculum change? What interpersonal
dynamics positively influence the curriculum development/change process? If
relevant, describe any professional experience you have had involving
curriculum change.


Is it important that faculty be aware of the “hidden
curriculum” in their program curricula? If so, how can faculty most effectively
identify and influence the “hidden curriculum” in their program?

According to the job site Indeed, corporate culture is:

The set of behavioral and procedural norms observed within a company. This includes policies, procedures, ethics, values, employee behaviors and attitudes, goals, and code of conduct. It also makes up the ‘personality’ of a company, defining the work environment (professional, casual, fast-paced, etc).

So, is company culture important? Absolutely! Firstly, a study by Forbes reveals that 92% of executives believe improving their firm’s corporate culture will improve the value of the company. Secondly, more than 50% say corporate culture influences productivity, creativity, profitability, firm value, and growth rates. Despite this, just 15% believe their firm’s corporate culture is where it needs to be.

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Discuss Four Types of Organizational Culture
Discuss Four Types of Organizational Culture

Of course, culture is important to employees as well. For example, Indeed also reports that 46% of job seekers don’t apply to certain jobs because they didn’t feel they would be a good “culture fit.”

Four Types of Organizational Culture
There are four types of organizational culture that business leaders should familiarize themselves with which we’ll dive into now.

Clan Culture
Clan culture primarily exists in more traditional organizations versus digital ones. Because these companies are often family-owned, there is often a focus on nurturing employees through interpersonal connections or mentoring programs. Of course, this is all done to create the feeling of a true extended family.

Hierarchical Culture
Hierarchical cultures also exist in traditional organizations. The businesses have a lot of structure with power and decision-making at the top. As a result, only the C-suite is in charge of making decisions. Consequently, other employees can feel undervalued and powerless. So, while this type of organizational culture is often very efficient, it’s not ideal for fostering creativity or innovation.

Market Culture
Market culture is designed for digitally-savvy businesses that want to scale. So, this culture is very results-oriented, valuing internal competition and rewarding winners. Therefore, this is a culture where all employees are expected to be on their “A-game.” Those that consistently succeed experience significant financial rewards or promotion opportunities.

Adhocracy Culture
Associated with digital companies and encouraging risk-taking, an adhocracy focused on innovation. In this less structured culture, all employees are encouraged to participate regardless of their position because you never know where the next big idea will come from!

7 Characteristics of Organizational Culture
The Barrett Model of culture consists of seven characteristics. Created by Richard Barrett, who drew inspiration from Abraham Maslow’s Hierarchy of Needs, the model looks at the seven areas that make up human motivations.

1. Viability
Viability is all about financial stability, meaning that companies need to be financially stable in order to:

Grow their client base
Pay their bills and employees
2. Relationships
Most companies want their employees to get along. As a result, they support open communication, employee and customer satisfaction, and friendship among team members. Of course, some companies get it wrong, which we’ll cover later.

3. Performance
This level focuses on achievement. For example, pride in performance and quality of products or services. At this level, companies want to make their mark and employees want to be a part of it.

4. Evolution
Today, technology is constantly evolving. As a result, the way people do things now could change by tomorrow. At this level, companies are continuously adapting, learning, and training employees.

5. Alignment
This characteristic takes building harmonious relationships to the next level. Above all, this characteristic focuses on building an internal community that’s passionate about what they do and open with one another.

6. Collaboration
Once a company discovers its true sense of purpose, it can strike up strategic alliances. To form these partnerships, most organizations need to have “skin in the game.” For example, when Starbucks opened up kiosks inside Barnes & Noble, both chains benefited. On the other hand, they may work together for a larger cause, such as Subaru and the ASPCA, which have raised millions to help animals.

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