The cultural model is a valuable addition to our understanding of organizations. The recognition that school and college development needs to be preceded by attitudinal change is salutary, and consistent with the maxim that teachers must feel “ownership” of change if it is to be implemented effectively. “Since organization ultimately resides in the heads of the people involved, effective organizational change always implies cultural change” (Morgan, 1997, p. 150).
Cultural models also provide a focus for organizational action, a dimension that is largely absent from the subjective perspective. Leaders may adopt a moral approach and focus on influencing values so that they become closer to, if not identical with, their own beliefs. In this way, they hope to achieve widespread support for or “ownership” of new policies. By working through this informal domain, rather than imposing change through positional authority or political processes, heads and principals are more likely to gain support for innovation. An appreciation of organizational culture is an important element in the leadership and management of schools and colleges.
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