The Internal Quality Assurance Cell(IQAC) and Human Resource Development(HRD) Cell of St Agnes College (Autonomous), Mangaluru, organised a Faculty Development Programme on “Developing Institutional Culture” on September 19, 2026, at the Board Room, Sophia Block. The programme aimed to encourage faculty members to reflect on institutional values, workplace practices, and the culture needed to foster sustained growth and excellence.
The session was led by Dr Fr Jose C C, Vice Chancellor, CHRIST (Deemed to be University), Bengaluru, who engaged the faculty with practical insights into organisational culture, change and institutional development.
Beginning with the concept of the Sigmoid Curve, Dr Fr Jose explained how organisations and individuals move through different stages of growth, maturity and transformation. He emphasised that waiting for decline before initiating change can hinder progress and that organisations need to anticipate change and continuously renew themselves.
A key message of the session was the connection between mindset, habits and results. Through the theme “New Mindset – New Habits – New Results,” he highlighted how meaningful transformation begins with a change in the way people think. A new mindset, when translated into consistent habits and practices, can eventually lead to different and improved outcomes. The emphasis was on making change a continuous process rather than a one-time initiative.
The resource person then focused on the significance of organisational culture, explaining that culture influences how people interact, make decisions, respond to challenges and work towards common goals. He discussed the elements of organisational culture and how shared values, beliefs, practices, relationships and behavioural patterns contribute to shaping the character of an institution.
An important part of the session was the discussion on the four types of organisational culture—Clan, Adhocracy, Hierarchy and Market. Dr Fr Jose explained the distinctive characteristics of each culture and how each type reflects a different approach to people, innovation, structure, competition and organisational priorities.
The faculty members were encouraged to reflect on these four cultural orientations and consider which type or combination of cultures would be most appropriate for their institution. The discussion provided an opportunity for participants to examine their existing institutional practices and think about the kind of culture that could support collaboration, innovation, accountability and institutional growth.
The session was particularly relevant in the context of higher education, where institutions are required to balance academic excellence, innovation, structured systems, community building and responsiveness to changing educational needs. The interactive approach of the resource person encouraged participants to look beyond policies and procedures and recognise that institutional culture is shaped by everyday attitudes, behaviours and collective practices.
The session concluded with an emphasis on the need for institutions and individuals to continually learn, adapt and renew themselves. The programme offered faculty members an opportunity to reflect on their own practices and contribute consciously towards building a positive and sustainable institutional culture.
