**4.1 A blueprint for an organizational culture**

The establishment of a new institution created an opportunity for devising a professionspecific, independent system of shared values and beliefs implying and reinforcing a collective identity centered on the mission of the biomedical engineer. Our aims exceeded "standard faculty" programs, providing students with government-designed minimum curricula. Our main objective is for MSIB to become a leading research and educational center (Augustyniak et al. 2010). Despite a relatively short history of only five years, the School has undoubtedly earned high marks in Poland and has become well-recognized abroad. This was possible due to:


Fig. 8. Professor Zbigniew Kakol, Rector of AGH-UST, confers an Engineering Diploma (2010).

The organizational culture of the MSIB is based on a deeply motivated concept of a highquality teaching and learning institution, aiming at the education of marketable BME professionals (Gordon & DiTomaso, 1992). The School is student-friendly and supports students' educational initiatives in various fields of activity. What is expected and/or requested from the staff and students are well-defined goals to achieve. In this spirit, thanks to the common sense of responsibility, the internal atmosphere in the School supports cooperation rather than competition.

To make common attitudes and values more popular and generally recognized, the organizational culture of the MSIB offers the following:


• Leadership and promotion of common activities, exchanges, encouragement of staff

• Dissemination of knowledge and participation of staff members in international conferences and their activity in commissions and other opinion-forming bodies.

Fig. 8. Professor Zbigniew Kakol, Rector of AGH-UST, confers an Engineering Diploma

The organizational culture of the MSIB is based on a deeply motivated concept of a highquality teaching and learning institution, aiming at the education of marketable BME professionals (Gordon & DiTomaso, 1992). The School is student-friendly and supports students' educational initiatives in various fields of activity. What is expected and/or requested from the staff and students are well-defined goals to achieve. In this spirit, thanks to the common sense of responsibility, the internal atmosphere in the School supports

To make common attitudes and values more popular and generally recognized, the

• Ceremonies (matriculation, the Dean's address at the New Year, summarizing

• Corporate design (a well-recognized logo, a precisely defined color, organizational

• Outstanding personalities - undoubtedly this honor goes to Professor Ryszard Tadeusiewicz, the founder of the School and former Rector of AGH-UST, a pioneer in

• Common recreational activities (mountain trekking, sailing, skiing, student sports teams in various disciplines, volunteer-based events in hospitals and hospices, initiatives on behalf of the handicapped, extramural students' organizations and

biomedicine and author of several BME-related books since the mid-70s;

and students' mobility, additional lectures etc.;

(2010).

cooperation rather than competition.

forums).

organizational culture of the MSIB offers the following:

achievements challenges, and future plans, etc.);

badges for Board members, corporate T-shirts for students);

The corporate culture is built on selected values and behavioral norms that influence both the employees and students through the internal and external institutional policy. The commonly accepted standards constitute the internal ambience and friendliness of the School, but as a long-term investment become everyday habits. We easily observe teachers transferring these standards to their own departments, which justifies the belief that in the future the graduates will also promote such standards in their workplaces.

Fig. 9. Informal mountain trekking of MSIB students and the Dean (first from the left).
