There are many aspects and features of an organisation that make up the context of the organisation, and the individuals experience of work within it. Some of these features include the size of the organisation, the organisational culture, the processes in place, the control mechanisms, the structure of the organisation, its hierarchy, and authority.
There are some familiar concepts from B628 there, including organisational culture. I can also personally relate to all of these, having worked in many organisations as an interim manager, experiencing the effects of different control systems and processes – and organisational culture – on a day-to-day basis.
After spending some time diagramming the organisational context of the company I currently work for, it’s time to reflect and identify some key characteristics about it:
The organisation is divided up into four distinct contexts – management, the core business departments, departments offering supporting services to the core business, and the banking services offered to customers.
Within each context there are several functions, each with their own sub-cultures distinct from that of the overall organisation: for example within support services there are the IT, marketing, customer service, and finance departments. Although they coexist with each other within the organisation, each has its own subculture driven by its business objectives, processes, control systems, management structure, and head of department.