CONTENT I. The internal environment:

Organisational culture

II. Nature of organisational culture

III. Manifestations of organisational culture

IV. Cultural types

- Strong versus weak cultures

- Unhealthy cultures

II. Nature of organisational culture:

It focus on Corporate Culture that when we apply to the internal environment of major corporation.

‘The way we do things around here.’

The ‘glue’ binding the disparate parts (or the oil that keeps them moving).

The interpretive part of organisational behaviour: it explains, gives direction, sustains energy, commitment, and cohesion.

Strategy of director to control their employees how to motivation or firing.

III. MANIFESTATIONS OF CULTURE

Symbols Objects, acts, events or qualities serving as a vehicle for conveying meaning

(logos, office decoration and layout)

Stories Narratives based on true events, which may be embellished to highlight

intended value

Rites Relatively elaborate, dramatic, planned sets of activities intended to convey

cultural values to participants and, usually, an audience

Rituals Standard behaviours, like staff meetings, company awards, weekly after-

works drinks or socialising

Ceremonials Systems of rites performed in conjunction with a single occasion or event

Manifestations of culture is an interesting feature of organisational culture

that the values, assumptions, beliefs and norms making up a particular culture are

largely unseen.

CULTURAL TYPES Strong: clear, explicit principles, widely shared

Often spring from beliefs of a founder or strong

leader Genuine concern for customers, employees and

share holders

Weak: lack widely shared values

Little top management commitment

Lead to development of sub-cultures

Hard to implement management strategy

Unhealthy cultures: internal politics, hostile to change, arrogant