ABSTRACT
This chapter aims to develop several models to stimulate and structure reflections on the nature of an organisation: its values and operating norms; its strategies and structures; its cultures and leadership; and its commitment to changing and learning as an organisation. It provides dangers of diversion from, or even corruption of, the ideal, and asks why it isn't how it 'should' be. Most of the models have been developed in research and organisation development work in further and higher education. The chapter attempts to link C. K. M. Clark four values to organisational forms and cultures, using K. Weick's concept of loosely-coupled structures as a starting point. It examines the way they condition implicit or explicit values, set cultural norms for behaviours and procedures and therefore influence the way the institutional vision is formed. The four labels are the collegial academy, the bureaucracy, the corporate model, and in the enterprise.
