I Choose Healthy Organizational Culture

I would prefer a “healthy” organizational culture wherein employees and employers strive to be more productive and more efficient for the welfare of their institution. Specifically, if I would be a principal of a school wherein diversity and pressure exist, I would be adopting two organizational cultures under the “healthy” bracket: those are the normative and the collaborative cultures.

Normative culture stresses on abiding the organizational procedures and the norms and rules defined. With this kind of culture, my school will be just and clear on its processes and other doings. All the actions made inside the school and things which are in the school’s obligation will be handled accordingly and legally. As their principal, I would love leading a school that is purely white than being black which was just coated twice with white.

Two heads are better than one. Collaborative work culture, also known as clan culture, promotes cooperation within an institution. Unity is the most vital element of this organizational culture. The head is more on guiding his/her subordinates and less on governing them. It is also based on worker-welfare. This means that the workers’ happiness is also given attention. Thus, rewarding the best performances is a must.  

As observed, Philippines is adopting the child-friendly program from western countries. This was initiated for the welfare of the children alone. Nowadays, in my own opinion and as I have observed from my classmates who are experiencing teaching in a government-funded school, teachers’ welfare is forgotten. Job enlargement is rampant and over time is not paid, how’s that? Some head teachers tend to forget their code of ethics and trainings on how to govern their colleagues. They practice bullying on their humble teachers who are extending their regular shifts to 24/7 just to complete a task. Hence, teachers are stressed and have less time for their own families.

      Equality among the work loads of my teachers is one of my concerns. I don’t want to see teacher A having burden on his/her workloads in hell and I don’t want to see teacher B having his/her nails finish in heaven just before going home from school. As their principal, I will make it all equal and just for my governed body. I will assign and designate equal tasks to all of my teachers. I will also take considerations appropriately depending on the situations they are on. Younger teachers will be subordinates of aged ones. They will help each other to accomplish a mutual goal. This will be one of my programs under the collaborative organizational culture.

      Diversity is not a problem. I have been to Mindanao State University and it’s known for its diversified student and employee population. Being there and having interactions with different kinds of people did not change me into other disposition. Thus, I will hold this as a prime example to bind my teachers together and have unity. Teamwork now is easier. Social gatherings like balls, recollections, trainings and fieldtrips will also take place to aid the blooming relationships of my teachers.

      Rewards for my teachers will be so amazing and I will make history. Annually, to culminate a school year I will plan and allocate budget for a soiree in which my teachers will receive honours and recognition for their hard work and performance in the school. This will be a night of fun and camaraderie. There’s no stress invited.

      All of my programs are for the welfare of the teachers so that they will be productive in their chosen profession. Moreover, the fruit of the plans are all reflected on the performance of the school. The children will receive more attention and care by these.

In my school, I will give justice to my stakeholders. I will treat them right and appropriately. My school will abide on the laws while having fun in teaching and learning. Thus, I choose normative and collaborative work culture.  

Different Management Models

ELEMENTS	FORMAL	COLLEGIAL	POLITICAL	SUBJECTIVE	AMBIGUITY	CULTURAL
Goal Setting	Members of the body pursue goals that are set deliberately of a preferred future of a body. Goals are often vague and general because groups or even leaders of the organization are competing for the resources. They also have their own specific objective.	For this model, the group or organization has to formulate and agree upon raised goals. The voice of everyone is important to know their needs and to set objectives.	Inclined with their interests, every subgroup or interest groups of this body has their own specific goal. These particular objectives tend to create conflicts which are endemic among groups.	Individual goals exist in this model. These goals are focused on the subjects or people in the group. It is more of enriching what they have. It is more focused on humanitarian stuffs.	Organizational objectives are vague and problematic due to the difficulty or ordering their priorities. Also, sub-units have vague relationship with each other. It has thought to have inconsistent and opaque goals.	The goals of this model are focused enriching the values, beliefs and norms of individuals in the organization.
Decision-Making process	In this model, decisions are made through a series of processes. All options are considered and evaluated, thus the most appropriate among the choices is selected for the pursuance of the goal. The decision is made by the leader or principal of an institution.	The decisions here are made by some or all the members of the group. Thus, teamwork is important to end up in a consensus. With common interests, participative leadership takes place. Through this kind of leadership, effectiveness of the decisions can be easily achieved.	Bargaining and negotiations between interest groups are rampant to make decisions. Transactions are to be made to materialize objectives. Conflicts occur but in the end, it’s still the decision of the leader that should be followed. The leader is the prime authority in this model.	Decisions are highly based on the perceptions of the members of the body. Voices of the individuals and groups are heard because individual expertise and difference are recognized. Democracy is practiced in this model.	It has a fluid decision making processes. This means that members participation is opt in or out. Lack of interest and seriousness within the institution creates passiveness. They just implement without planning.	Cultural leaders have mostly the right to decide within the cultural norms of the society. Sometimes, in some tribe or groups, rituals and ceremonies are needed to make a decision. They tend to follow the will of the higher order.
Nature of the Structure	There is a systematic structure in this model. It follows a hierarchy from the head officer to the common staffs. The leaders have the control over their staff.	Leaders and subordinates comprise the structure. The leader is the “first among equals” and has the positional authority but the power is shared among all the members of the organization due to teachers also have an authority of expertise.	Political model is comprised by interest groups which has their own objectives. Within a macro body exist micro organizations. They follow a hierarchical system where in the leader has the power / authority over his/her subordinates.	Leaders and members exist but this model emphasizes on behaviour and process not the organizational structure. Post modern leadership stresses that it prefers personal qualities of the individuals rather than their official positions in the organizations.	Its structure is fragmented or divided into groups which have common interests. It is a loose coupling; It has no bond or unity as a whole. The structure is problematic due to overlapping rights and responsibilities among the body.	Its structure is hierarchical. The leaders have the responsibility to generate and sustain their culture. They must govern the entire society. Followers or members should adhere to their leader.