Training Package
Understand organisational culture and theoretical perspectives on how people behave at work.
🎬 Contains VideosExplore organisational culture, workplace behaviour, people practices, change and wellbeing, developing the ability to assess how they influence employee motivation, relationships and performance.
£3.00 per learner
Restricted package
Understand organisational culture and theoretical perspectives on how people behave at work. is only available to approved organisations. Please contact Micro Learn Online for access.
Contact Micro Learn OnlineAbout this package
Organisational culture shapes how people interpret expectations, make decisions and behave at work. This package examines the relationship between shared assumptions, stated values and everyday conduct, including why unwritten rules can matter as much as formal policies. Learners explore Schein, Hofstede and Handy alongside autocratic, custodial, supportive and collegial models of organisational behaviour. These perspectives help explain why different teams can experience different working cultures within the same organisation. The package connects these theories with leadership, management and motivation. It covers learning organisations through Senge’s five disciplines and double-loop learning, and considers how management approaches influence discretion, initiative and performance. Motivation theories explore individual needs, fairness, expectations and rewards. Learners then assess how people practices translate organisational intentions into employee experience, covering policy development, consultation, reward, engagement, employee relations, equality, diversity and inclusion, learning and development, and wellbeing. Particular attention is given to trust and the people practitioner’s role as a people champion and role model. Change is examined both as an organisational process and as an individual experience. Learners distinguish drivers from levers for change and compare proactive, reactive, planned, emergent, radical and incremental approaches. Lewin’s three-step model and Kotter’s eight-stage model provide frameworks for preparing, implementing and sustaining change. Tannenbaum and Hanna, the adapted Kübler-Ross coping cycle, and Spencer and Adams offer perspectives on employee adjustment, supported by consideration of readiness and resistance rather than an assumption that everyone responds alike. The final part examines wellbeing as a condition for sustained contribution, not simply a positive mood. It links physical and mental health, self-image and resilience with the psychological contract, work–life balance and family circumstances. Vroom’s expectancy theory helps explain the relationship between wellbeing and motivation. Learners assess how poor wellbeing can affect commitment, attendance, punctuality, efficiency and working relationships. Together, these topics support a more reasoned assessment of workplace problems by connecting organisational arrangements with employees’ beliefs, capacity and behaviour.
Who it’s for
This package suits learners studying people practice, HR, management or organisational behaviour, alongside people professionals and managers seeking a theory-based understanding of workplace culture, change and wellbeing.
What’s covered
Organisational culture and models of behaviour
Explore shared assumptions, values, norms and subcultures through Schein, Hofstede and Handy. Compare autocratic, custodial, supportive and collegial models and their implications for the employment relationship, motivation and performance.
Learning organisations, management and leadership
Examine Senge’s five disciplines and double-loop learning to understand how individual learning becomes organisational capability. Consider how management and leadership theories, including Taylor’s scientific management, shape employee judgement, initiative and ways of working.
Motivation and individual behaviour at work
Distinguish content theories from process theories of motivation, including Maslow’s hierarchy of needs, equity theory and expectancy theory. Explore why employees respond differently to challenge, recognition and reward, and why motivation alone does not ensure performance.
People practices, policy development and trust
Assess how recruitment criteria, policy decisions and responses to misconduct communicate organisational values. Examine the people champion role and how consultation, openness and fair policy development influence employees’ willingness to speak up and trust organisational decisions.
Reward, inclusion, development and wellbeing policies
Explore how reward, engagement, employee relations and inclusion policies shape what employees consider worth their effort. Consider how learning and development policies affect attitudes, access and CPD participation, and how resources, accountability and working demands establish wellbeing as an organisational priority.
Drivers, levers and approaches to change
Distinguish the pressures that create a need for change from the means used to achieve it. Compare reactive and proactive, planned and emergent, and radical and incremental approaches by examining timing, direction and scale.
Lewin’s and Kotter’s change-management models
Examine Lewin’s unfreezing, changing and refreezing process alongside Kotter’s eight stages. Consider how these planned approaches build the conditions for action, support implementation and help establish new working practices.
Employee experiences, readiness and resistance
Explore Tannenbaum and Hanna’s model, the adapted Kübler-Ross coping cycle and Spencer and Adams’ seven-stage model. Assess how confidence, resources, concerns and beliefs about a proposed change influence readiness and resistance, recognising that adjustment does not follow a fixed timetable.
Wellbeing, engagement, health and resilience
Examine how wellbeing supports energy, attention, motivation and job satisfaction. Consider the connections between working conditions, physical and mental health, fatigue, self-image and resilience.
Psychological contracts and the organisational effects of wellbeing
Explore how unwritten employment expectations, work–life balance and family circumstances affect wellbeing. Apply Vroom’s expectancy theory to the wellbeing–motivation relationship and assess consequences for commitment, attendance, punctuality, capability, efficiency and workplace relationships.
Learning outcomes
By completing this package, learners can:
- Explain the principal theories and models of organisational culture, including those of Schein, Hofstede and Handy, and their relevance to workplace behaviour.
- Compare autocratic, custodial, supportive and collegial models of organisational behaviour, identifying their likely effects on employee motivation, engagement and performance.
- Explain the concept of the learning organisation and analyse how management and leadership styles can influence employee behaviour, learning and organisational culture.
- Analyse motivation theories and apply them to explain how individual needs, expectations and rewards influence behaviour at work.
- Assess how people practices, including policy development, reward, employee relations, equality, diversity and inclusion, and learning and development, shape organisational beliefs, values, trust and behaviour.
- Evaluate the role of people practitioners as people champions and role models in promoting a positive, inclusive and high-performing organisational culture.
- Compare planned, emergent, proactive, reactive, radical and incremental approaches to change, using Lewin’s three-step model and Kotter’s eight-stage model to justify appropriate change-management approaches.
- Analyse how employees may experience change using Tannenbaum and Hanna’s model, the Kübler-Ross coping cycle and Spencer and Adams’ seven-stage model, including factors contributing to readiness and resistance.
- Assess the importance of workplace wellbeing and evaluate how the psychological contract, work–life balance, motivation, relationships and management practices affect individual health, commitment, attendance and organisational performance.
What’s included
A deployable SCORM package with practical learning content, ready for your LMS.
How it works
Add access, upload the package to your LMS, and pay per learner who uses it.
Frequently asked questions
Which organisational culture and behaviour theories does the package cover?
It covers culture frameworks from Schein, Hofstede and Handy, alongside autocratic, custodial, supportive and collegial models of organisational behaviour. It also examines learning organisations, management and leadership theories, and motivation theories.
Does the package cover managing change and employees’ reactions to it?
Yes. It compares approaches to organisational change and covers Lewin’s three-step model and Kotter’s eight-stage model, then examines employee experiences through Tannenbaum and Hanna, the adapted Kübler-Ross coping cycle, and Spencer and Adams, together with readiness and resistance.
How does the package connect people policies with organisational culture?
It examines how policy development, consultation, reward, employee relations, inclusion, learning and development, and wellbeing practices signal what an organisation values. The focus is on how employees’ everyday experiences of these practices affect trust, motivation and behaviour.
What aspects of workplace wellbeing are included?
The package covers physical and mental health, resilience, the psychological contract, work–life balance and family influences. It also examines how wellbeing relates to motivation, commitment, attendance, performance and working relationships.
How is the package delivered, and does it contain video?
Micro Learn Online supplies the e-learning package for upload to your organisation’s own LMS, where learners access the content. It does not contain video.