1.2 Explain the term ‘organisational culture’

This guide will help you answer 1.2 Explain the term ‘organisational culture’.

Understanding ‘organisational culture’ is important for anyone working in health and social care. This term describes how things are done within a workplace. It goes beyond rules and policies. It shapes how people treat each other and those using the service.

What Is Organisational Culture?

Organisational culture refers to the collection of shared attitudes, beliefs, values, customs, and behaviours in a workplace. It acts like the organisation’s personality. It affects everything – from how staff communicate, to the way decisions are made, and the quality of care provided.

People often describe organisational culture as “the way we do things here.” It is felt in daily routines, spoken and unspoken rules, and the atmosphere in the setting.

Key Features of Organisational Culture

• Shared Values and Beliefs – What people think is important
• Norms of Behaviour – The usual way people act in the workplace
• Traditions and Customs – Regular activities, celebrations or habits unique to the setting
• Communication Styles – How people talk and listen to each other
• Approach to Change – Whether people are open or resistant to new ideas

Elements That Make Up Organisational Culture

Organisational culture is shaped by several factors:

• Leadership style – The way managers and senior staff lead sets the tone. A supportive leader encourages trust and respect.
• Policies and procedures – These guide, but do not fully control, behaviour. How people interpret and carry them out is influenced by culture.
• Stories and symbols – Stories about things that have happened in the past or symbols around the workplace (like awards or mission statements) often reflect what matters.
• Peer influences – New staff quickly learn what behaviour is accepted by watching others.

Different Types of Organisational Culture

There are many ways to describe organisational culture. Some common types include:

• Open and supportive culture – Staff feel safe to share ideas or concerns. Teamwork is strong, and everyone feels valued.
• Blame culture – People are quick to blame individuals rather than look at systems when something goes wrong. Staff may feel nervous or unsupported.
• Task-focused culture – Finishing jobs is prioritised above staff or service user well-being. This may lead to rushing or missing important care aspects.
• Learning culture – Mistakes are seen as chances for improvement. Staff at all levels are given chances to develop skills.

Why Organisational Culture Matters

Culture strongly affects the experience of both staff and service users. It shapes the quality of care, safety, and staff well-being.

A positive culture brings:

• High morale and job satisfaction
• Better teamworking
• Improved care outcomes for service users
• A sense of pride and belonging

A negative culture can cause:

• High staff turnover
• Lack of trust
• Poor standards of care
• Increased incidents and complaints

Signs of a Positive Organisational Culture

You might recognise a healthy culture by noticing:

• Staff speak to each other and service users respectfully
• Everyone is encouraged to share their views
• Leaders listen to feedback and act on it
• Achievements are celebrated
• People support each other during difficult times

Signs of a Negative Organisational Culture

Warning signs of poor culture include:

• Gossip or negative talk is common
• Staff are reluctant to raise problems
• Discrimination or favouritism is seen
• Strict hierarchy – only senior people make decisions
• Staff burnout is high

How Organisational Culture Develops

Culture builds up over time as people work together. Leadership, daily habits, and responses to success or failure all play roles. Some influences include:

• The organisation’s history and founding purpose
• Leadership changes or new managers
• External events or crises
• Feedback from staff and service users

Practical Examples

Here are real examples of how culture is shown:

• A culture of learning: After an incident, the team reviews what happened without blaming anyone. They agree changes and support the staff involved.
• A culture of blame: When a mistake is made, management blames the staff member publicly, causing fear and reluctance to report future errors.
• A culture of respect: Staff regularly thank each other for help. Service users feel comfortable raising concerns, knowing they will be heard.

How Organisational Culture Affects Health and Social Care

In health and social care, culture can mean the difference between safe, person-centred care and care that is unsafe or unkind.

Positive culture encourages staff to speak up about problems, suggest improvements and support one another. This keeps people safe and creates a place where staff are proud to work.

Poor culture can contribute to neglect, abuse, or accidents. It may go against professional codes and legal requirements.

Changing Organisational Culture

Culture is not fixed. Organisations can work to improve culture by:

• Providing strong, fair leadership
• Involving staff and service users in decisions
• Offering support, training, and recognition
• Encouraging open, honest communication
• Modelling values and behaviours at every level

The Role of CQC and Other Regulators

In England, the Care Quality Commission (CQC) checks whether health and social care providers have positive, person-centred cultures. Inspection reports may comment on teamwork, dignity, leadership, and whether staff feel safe and valued.

Organisations are expected by regulators to promote a culture of openness and learning – sometimes called a “just culture” – where staff can report concerns without fear of blame.

Final Thoughts

‘Organisational culture’ means the shared values, beliefs, routines, and attitudes in a workplace. It shapes how staff behave and how those using services are treated. A strong, positive culture supports quality care and improves everyone’s experience. A weak or negative culture can result in poor standards and unhappy staff or service users. By understanding and supporting a healthy organisational culture, you can make a real difference in your role.