This study aims to introduce a developed perspective of the structure of an organisation by way of interview and questionnaire survey, to ascertain various perceptions among personnel within the design department of a Faculty of Art Architecture and Design, in a Higher Education Institution. It will consider the view that stakeholders have of their contribution and role, relative to current structures within a faculty, and examine the principle that there is an association between beliefs and assumptions which are hailed as central to the culture of the department. The growth in the autonomy of educational organisations has resulted in the blueprinting of business models throughout organisational structures, leading to workers within performing seemingly piecemeal assignments which contribute to a greater whole, but critically without the need to see the greater picture. This therefore can lead to the development of a variety of communication lines through official pathways, but also via “storytellers” and rumour, therefore opening up possibly unwanted pathways, but creating new roles and belief systems within the department. Departmental structures hold a centrally developed philosophy for the direction of faculty, on a curriculum and strategic level, which suggests an interesting cultural power paradigm in the acceptance of this, and its influence on individual roles and responsibilities; the paper will therefore aim to contextualise internal associations and roles in terms of cultural and organisational structures and groupings, and will include an exploration of these roles with comparison and contrast to theoretical models of cultures through educational and business models. For example, Hofstede’s five elements of “stereotypes” in structures will be referenced alongside Morgan’s “Imaginization” style of management approach to creativity, and Daniel Pink’s current view on the coming of the “Conceptual Age”.