Employee Morale
Organisational Culture
Culture According to Kroeber and Kluckholn (1952) culture consists of patterns, explicit and implicit, of and for behaviour acquired and transmitted by symbols, constituting the distinctive achievement of human groups, including their embodiment in artifacts.
Sinha (2000) suggests that “Culture consists of totality of assumptions, beliefs, values, social systems and institutions, physical artifacts and behaviour of people, reflecting their desire to maintain continuity as well as to adapt to external demands.”
Organisational Culture
Organisational culture is a system of shared meaning held by members that distinguishes an organisation from other organisations.
Organisational culture is the set of values that helps the organisation's employees understanding which actions are considered acceptable and which are unacceptable
According to Schein, Organisational Culture is defined as A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as a correct way to perceive, think and feel in relation to those problems Gareth Morgan has described organizational culture as: "The set of the set of beliefs, values, and norms, together with symbols like dramatized events and personalities, that represents the unique character of an organization, and provides the context for action in it and by it."
Types of Organizational Culture
Organisational culture can vary in a number of ways. It is these variances that differentiate one organisation from the others. Some of the bases of the differentiation are presented below :
1. Strong vs weak culture : Organisational culture can be labelled as strong or weak based on sharedness of the core values among organisational members and the degree of commitment the members have to these core values. The higher the sharedness
Culture According to Kroeber and Kluckholn (1952) culture consists of patterns, explicit and implicit, of and for behaviour acquired and transmitted by symbols, constituting the distinctive achievement of human groups, including their embodiment in artifacts.
Sinha (2000) suggests that “Culture consists of totality of assumptions, beliefs, values, social systems and institutions, physical artifacts and behaviour of people, reflecting their desire to maintain continuity as well as to adapt to external demands.”
Organisational Culture
Organisational culture is a system of shared meaning held by members that distinguishes an organisation from other organisations.
Organisational culture is the set of values that helps the organisation's employees understanding which actions are considered acceptable and which are unacceptable
According to Schein, Organisational Culture is defined as A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as a correct way to perceive, think and feel in relation to those problems Gareth Morgan has described organizational culture as: "The set of the set of beliefs, values, and norms, together with symbols like dramatized events and personalities, that represents the unique character of an organization, and provides the context for action in it and by it."
Types of Organizational Culture
Organisational culture can vary in a number of ways. It is these variances that differentiate one organisation from the others. Some of the bases of the differentiation are presented below :
1. Strong vs weak culture : Organisational culture can be labelled as strong or weak based on sharedness of the core values among organisational members and the degree of commitment the members have to these core values. The higher the sharedness