1 / 10

Balázs HEIDRICH, Ph.D , Budapest Business School, Hungary heidrich.balazs@pszfb.bgf.hu

NATIONAL AND REGIONAL ECONOMICS VIII Herľany, October 13th – 15th October 2010. Mapping uncharted territory: identifying organisational subcultures and their orientations in a post-merger higher educational institution. Balázs HEIDRICH, Ph.D , Budapest Business School, Hungary

derex
Download Presentation

Balázs HEIDRICH, Ph.D , Budapest Business School, Hungary heidrich.balazs@pszfb.bgf.hu

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. NATIONAL AND REGIONAL ECONOMICS VIII Herľany, October 13th – 15th October 2010 Mapping uncharted territory: identifying organisational subcultures and their orientations in a post-merger higher educational institution Balázs HEIDRICH, Ph.D, Budapest Business School, Hungary heidrich.balazs@pszfb.bgf.hu Nick CHANDLER, Budapest Business School, Hungary nicholas.chandler@pszfb.bgf.hu

  2. The free market economy in education • Global market of international student • Performance benchmarks • Rankings • Decreased state funding • Academic capitalism • Entrepreneurial learning • Employability

  3. 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.

  4. Assessing the orientation and mapping a HEI culture Perspective: • Integration (unitarist) • Differentiation (pluralist) • Fragmentation (anarchist) • A multi-perspective approach

  5. Assessing the orientation and mapping a HEI culture Quantitative: • Competing values framework – OCAI (Quinn and Cameron, 1999): - • Clan • Adhocracy • Hierarchy • Market

  6. Source: Quinn and Cameron (1999)

  7. 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

  8. 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?

  9. Thank you for your attention Nick CHANDLER, Budapest Business School, Hungary nicholas.chandler@pszfb.bgf.hu

More Related