1. Welcome to Strategic Leadership and
Management
Peterborough Hub
Session One

2. Organisational Rationale
Teams
Role
Strategic Planning
Quality Assurance
Organisation and
its Workings
Organisational Structure
Management Policy/Style
Communication Strategies
HRM Policy
Organisational Culture
Subjects
Span of
Control
Dynamic Interaction
Sub-Cultures
Expectations
Responsibilities
Authority
Contracts of
Employment
Organisational Support
Guidance
Staff Development
CPD
Aims
Objectives
Mission/Vision
Priorities
Marketing
Funding
Performance Indicators
Systems
Inspection
Accountability
Appraisal

3. Next Meeting
Compare and contrast mission and vision
statements:
• Prepare a short presentation (5 Mins) on your
organisation’s mission and vision statements
 Rationale
 Values
 Aims and Objectives

4. Organisations….
Formal Informal
Durable Spontaneous
Structured
Rigid
Defined
Loose
Flexible
Undefined

5. What is an Organisation?
“ Organisations are social arrangements for
the controlled performance of collective
goals.”
Huczynski & Buchanan: 1997:2
“ Organisation: a group of people brought
together for the purpose of achieving
certain objectives. As the basic unit of an
organisation is the role rather than the
person in it. The organisation is maintained
in existence, sometimes over long periods of
time, despite many changes of members”.
Statt:1991:02

6. A working definition...
“(1) a social entity that;
(2) has a purpose,
(3) has a boundary, so that that some
participants are considered outside, and (4)
patterns the activities of participants into
recognisable structure”
(Daft,1989, cited in Butler, 1991)

7. Task…
Draw your own organisation as a vehicle.
It could be anything vehicle you wish; Train,
Plane, Boat, Bus etc….
Consider the characteristics of your organisation,
how does that influence the design of your
vehicle?
Be prepared to defend your illustration…!

8. People
Motivation
Needs Levels of energy
Career experience
Age
Pay
Attitudes
Personalities
Training
Role
Individual
skills
and
abilities
Psychological
Contract
Power
groups
the leaders
Inter-group relations
Type of
influence
Leadership style
Rewards and punishments
Responsibilities
Politics
The environment
The market
Philosophies
Values
Norms
Goals
Objectives
Ownership
History
Career Structures
Size
StructureChange
Technology
Control
Systems

9. Organisational Structures
Departmental Model
Curriculum
Leader
CEO
Principal
Senior
Manger
Senior
Manager
HOD HOD HOD HODHOD
Curriculum
Leader
Curriculum
Leader
Curriculum
Leader
Curriculum
Leader
Curriculum
Leader
Curriculum
Leader
Course
Leader
Course
Leader
Course A
Course C
Course B
Course D

10. Greek Temple
[Role culture: Bureaucracy: Handy]

11. Departmental Model
with staff function
Curriculum
Leader
Finance
PA
CEO
Principal
Senior
Manger
Senior
Manager
HOD HOD HOD HODHOD
Curriculum
Leader
Curriculum
Leader
Curriculum
Leader
Curriculum
Leader
Curriculum
Leader
Curriculum
Leader
Course
Leader
Course
Leader
CAO
Course A
Course C
Course B
Course D

12. Faculty Model
CEO
Principal
DEAN
Course
Manager
Students

14. Matrix Model
CEO
Dept
Dept
Dept
Dept
Dept
StudentsCourses

15. Task Culture: Job/Project orientated
Matrix [Handy]
Power
&
Influence

16. Other aspects of the Organisation and its
workings: Committee Structures
Governors
Academic
Board
GPFC
Board
of
Study
Health
&
Safety
Course
Comm
Student
Comm

17. Channels of communication
Authority flows up
Responsibility
flows down

18. Communication
Official: Policy statements, strategic plans,
Memo, email, meetings, minutes of
meetings,
Unofficial: ‘Grapevine’, rumour, email,