1.3 Analyse how the values and cultural context of an organisation influence the application of management and leadership models.

Qualification: Level 4 Diploma in Adult Care Optional Units
Unit: Unit 650 Understand professional management and leadership in health and social care or children and young people’s settings
Learning outcome: 1. Understand theories of management and leadership and their application to health and social care or children and young people settings
Assessment criteria: 1.3 Analyse how the values and cultural context of an organisation influence the application of management and leadership models.

• The values of an organisation are the principles that underpin everything they do (e.g. honesty, staff development, learning from mistakes etc.)
• The values, principles and beliefs of an organisation contribute to its culture, which governs how team members think and behave
• Charles Handy proposed the following organisational cultures:
  • Role culture – uses well-defined job roles and responsibilities so that everyone knows what is expected from them
  • Task culture – teams are formed to achieve particular objectives or work on specific projects
  • Power culture – one person or a small group of people make all the decisions
  • Person culture – individuals have a lot of autonomy regarding the way that they work
• Handy’s cultures can link in with Lewin’s leadership styles because a power culture may be more autocratic, and a person culture may be more laissez-fairre. Role cultures and task cultures could be considered democratic, with role cultures leaning more towards autocratic and task cultures leaning more towards laissez-fairre.