Organisational Culture

A pattern of shared basic assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, there fore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems.


1. It is an acceptable way of thinking and acting that is embedded into processes and people.

2. It tends to be driven top down but can also shift and change without strong leadership.

3. It shapes attitudes of staff towards objectives of growth, return and risk, and their attitude towards economic, social and environmental objectives and to ethics and morality.

4. The right culture can promote business success so that agreed objectives are more likely to be met.

5. It can be managed. Good management creates culture that supports company objective.

6. The stance or perceived stance of a company, in terms of attitudes to stakeholders and their interests is a crucial part of a company culture.

7. The implication of the concept of company culture is there may be separate culture for management and staff. These cultures need to be aligned to achieve company objectives.

8. It is composed of many interrelated and sometimes conflicting objectives and values. Some companies focus on profit, others on the 3 Ps = People, Planet and Profits.


********