HRM practice01
Organisation design: align work, decisions and structure
Look beyond the organisation chart to the work, relationships and decision rights needed to deliver the strategy.
ADM HR2 min
HRM / subject guide
Organisation, culture & work design
Connect how work is organised with the assumptions, relationships and routines that shape behaviour.
A suggested reading route
From understanding to practice.
Begin with the first guide, or choose the question you are working on. Each guide connects explanation, application, limitations and further reading.
HRM practice02
Organisation development: diagnose, involve and learn
Use participation and evidence to improve organisational effectiveness and the experience of work.
ADM HR2 min
Design the work, not just the reward03
The job characteristics model
Look at the features of a role that make work meaningful, give people responsibility and show them the results.
J. Richard Hackman4 min
Lifecycle practice guide04
Job design and an honest employer brand
Shape a credible employee value proposition by connecting the recruitment promise with the work people actually experience.
ADM HR editorial3 min
HRM practice05
Knowledge management: helping useful knowledge travel
Connect documents, experience and relationships so people can find and apply what colleagues know.
ADM HR2 min
Culture · diagnosis & change06
Choosing and combining culture models
A practical route from understanding culture to selecting a change and evaluating what happens.
ADM HR editorial synthesis5 min
Culture · diagnosis & change07
Schein’s three levels of culture
Move from visible routines to the beliefs beneath them, and investigate why stated values and daily decisions can diverge.
Edgar H. Schein6 min
How teams find their way08
Tuckman’s team development model
Use the stages as a conversation about team needs, not a timetable or an excuse to tolerate damaging conflict.
Bruce W. Tuckman3 min
Culture · diagnosis & change09
Deal and Kennedy’s culture model
Explore how the stakes of decisions and the speed of learning about their outcomes shape working habits.
Terrence E. Deal6 min
Culture · diagnosis & change10
Handy’s four organisational cultures
Understand where authority comes from: personal influence, defined roles, specialist expertise or professional autonomy.
Charles Handy6 min
Culture · diagnosis & change11
Cameron and Quinn’s Competing Values Framework
Compare collaboration, innovation, competition and control without assuming that one culture is always best.
Kim S. Cameron5 min
Culture · diagnosis & change12
Hofstede’s cultural dimensions at work
Use national-level comparisons to ask better questions about international work, without stereotyping individuals.
Geert Hofstede5 min
Culture · diagnosis & change13
Johnson and Scholes’ Cultural Web
Trace the stories, routines, symbols and systems that keep an organisation’s assumptions in place.
Gerry Johnson5 min
Culture · diagnosis & change14
The Denison organisational culture model
Connect mission, adaptability, involvement and consistency with a disciplined discussion of organisational effectiveness.
Daniel R. Denison5 min
Culture · diagnosis & change15
McKinsey’s 7-S framework
Check whether strategy, structure, systems and people arrangements support the same direction.
McKinsey5 min
Where this subject grows next
This is a foundation, not complete coverage of every handbook chapter.
- Work-design case studies
- Socio-technical systems and team autonomy