Home' Australian Pharmacist : Australian Pharmacist March 2014 Contents Australian Pharmacist March 2014 I ©Pharmaceutical Society of Australia Ltd.
CONTINUING PROFESSIONAL DEVELOPMENT
SUPPORTING PHARMACY PRACTICE
1. Which of the following statements
regarding organisational culture is
a) Organisational culture begins with an
initiator having visions of how things
b) Organisational culture replaces the need
c) 20% of organisations actively create
d) A strong culture will have a greater
influence on members’ behaviour than a
2. A strong culture:
a) Can act as a substitute to formalisation.
b) Increases the chance of business success.
c) Relies on a strong leader to facilitate.
d) All of the above.
3. Which of the following would NOT be
an example of how a strong positive
culture would operate within an
a) Staff look out for each other and share
b) Customers are valued based solely on
their volume of purchases.
c) Staff maintain workspaces in line with
d) IT systems and processes are followed.
4. Which of the following would be
least likely to assist in changing a
a) Allow a strong staff member’s values to
be adopted by others.
b) Offering redundancies to troublesome
c) Recruiting based on personality-cultural
d) Diagnosing and evaluating current culture.
Recruiting employees with values and
beliefs aligning with those of the intended
culture, and engaging in deliberate
activities such as participative decision
making, delegation and managing ‘on
the ground’ assists in creating a positive
culture within a workplace.
Managers should not rule out external
assistance in creating a strong positive
culture within a workplace. External
consultants can aid in organisations
gaining clarity, working through confusion
and mitigating anxieties and negative
attitudes. External consultants can help an
organisation define its culture.
Creating change for Callum
Callum knows that any changes to the
current culture must come from himself
as owner and manager. He is fortunate
that he is a natural leader and trusts
that his values, attitudes, beliefs and
work ethic will transpire into the larger
workplace culture. He does however
realise that he needs to spend time
defining the culture that he wants.
He needs to keep in mind business goals
and not just create a nicer place to work
for the current staff.
Callum spends time reflecting and
thinks about his pharmacy’s vision,
strategies, goals, organisational
structures and processes, and key
performance measures. Business
success for the pharmacy relies on a
culture where open communication,
participative decision‐making, respect
and trust have a strong presence.
Autonomous, motivated and helpful staff
driven by a charismatic leader will be a
product of the culture he hopes to create.
Callum jots down a list of ways to create
this culture. Modeling this culture
through his actions will be important.
Communicating his vision and goals
for the pharmacy in a staff meeting
and incorporating cultural terms and
behaviours into new employment
contracts with his staff will be critical.
Callum feels most of the current staff
align with his defined culture and
were just disheartened by the lack of
leadership over the past few years by the
previous owner. There is one employee
who he can’t see fitting into his cultural
vision however he is happy that natural
attrition or inevitable performance
management will define the fate of this
employee. Callum is a strong believer
that because his values align with that
of the new culture, he will invariably
select ‘like‐minded’ employees when
interviewing for new staff.
Callum realises creating his ideal culture
will take time and require patience
however he is motivated and feeling
strong, armed with his list of ideas and
thoughts that he has been reflecting on.
Managers need to take a realistic
approach to creating organisational
culture. Realistically one should start
by working with the culture that is and
make small, consistent changes rather
than working defined by a culture as
one would like it.
Managers need to remember the
importance of organisational culture as
it drives and is central to organisational
success and they need to also be
confident that a strong positive
culture will bring about workplace
effectiveness, efficiency and success.
1. Atkinson P. Creating and Shaping a performance driven
culture. Control. 2004; 7:21–27.
2. Stone RJ. Human resource management. 5th edn. Milton,
Queensland: John Wiley and Sons; 2005.
3. Flanagan N, Finger J. The management bible. Toowong
QLD: Plum Press; 2003.
4. Robbins S, Millett B, Cacioppe R. Organisational behaviour
3rd edn. Sydney: Prentice Hall; 2001.
5. Schein EH. Organisational culture and leadership. San
Francisco CA: Jossey-Bass; 2004.
6. Quinn R, et al. Becoming a master manager 3rd Ed. Wiley &
Sons: New York; 2003.
7. Atkinson P. Creating culture change. Operations
Management. 2012;5:33–7 .
8. Carlopio J, Andrewartha G, Armstrong H. Developing
Management Skills: A comprehensive guide for leaders.
3rd ed. Prentice Hall, Sydney; 2005.
“THERE IS A CLEAR LINK BETWEEN AN ORGANISATION’S CULTURE AND
ITS EFFECTIVENESS IN TERMS OF BUSINESS PERFORMANCE, EMPLOYEE
RELATIONS AND CUSTOMER RELATIONS.”
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