There is a risk of culture clash if for example a

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quite different cultures to work together. There is a risk of culture clash if, for example, a local authority that involves its staff with decision making and consults about changes finds itself working with a small third sector organisation where all decisions are made by the person/people at the top, with no consultation of staff or service users.(1) Leaders of both organisations will need to set aside their conviction that their organisational culture is correct and consider whether there might be benefits in changing the culture of the new, integrated, organisation. (1)This will require openness and trust on the part of the leadership and good communication with the staff of their respective organisations as a new cultural paradigm is found. (1) Many public sector organisations have backward (bureaucratic) looking cultures and are reluctant to embrace change, instead taking comfort from systems and procedures that have worked for years. They are often reluctant to take risks – for example, a hospital is unlikely to want to use treatment methods that are untested and the effects of which are unknown. (1) An organisation with this culture that works with an organisation with a more entrepreneurial culture could find itself having to defend its processes and need for certainty before the innovative approach of, for example, a company that has developed a new piece of equipment for a medical procedure. (1) The role of the leaders is to make sure that they adopt the appropriate style of leadership for the situation (1) (15) (30)
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SL Examination Guide June 2015 Page 13 Examiner’s comments on question 2 This question required candidates to use examples from the public services and discuss the challenges for all affected parties when collaboration and integration take place, and how leaders can address the impact of cultural differences. It was answered at least quite well by most candidates. Many candidates were able to give a range of examples, allowing them to demonstrate their additional research and their ability to apply theory to a practical example. The tri-borough agreement featured in many answers, but it was pleasing to see that candidates were able to bring in lesser-known examples and use them to demonstrate their understanding. Weaker answers tended to “theory dump” with little or no attempt to discuss how effectively theory works in practice.
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SL Examination Guide June 2015 Page 14 Marking scheme for question 3 1 mark for valid point made plus 1 mark for example with reference to appropriate management theory. Where no example is given, marks are capped at 8/20. Candidates may go about this question in one of two ways: lots of small scale examples each with a reason and link to theory, or fewer bigger examples with multiple aspects of strong and weak leadership taken from each example.
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