Culture represents the ‘social glue’ and generates a ‘we-feeling’, thus counteracting processes

of differentiations that are an unavoidable part of organizational life. Organizational culture

offers a shared system of meanings which is the basis for communications and mutual

understanding. If these functions are not fulfilled in a satisfactory way, culture may

significantly reduce the efficiency of an organization.

The culture of an organization refers to the unique configuration of norms, values, • beliefs

and ways of behaving that characterize the manner in which groups and individuals combine

to get things done. Eldridge and Crombie (1974).Culture is a system of informal rules that

spells out how people are to behave most of the time. Deal and Kennedy (1982)A pattern of

basic assumptions – invented, discovered or developed by a given group as it learns to cope

with the 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 the correct way

to perceive, think and feel in relation to these problems. Schein (1985)

In order to thrive, businesses must have clarification on the shared values that cement the

organisation. Anderson, A. H. and Kyprianou, A. (1994), have it that, culture is comprised of

strategic and cultural values. Strategic values link the company with its surroundings, as they

consist of the fundamental beliefs held by management about the organisation’s environment.

These values subsequently mould or direct company strategy. Cultural values are the codes

of behaviour that staff need to employ in order that strategic values are actually carried out.

Values exist in a hierarchy in people’s minds therefore individuals are likely to rank them

very differently in line with their own personal views. In formulating a strategy, managers

must create, define and build a shared understanding of the company’s mission, vision and

values. Without explicit statements of values, employees will not know what is expected of

them. It is therefore safe to say, for a healthy and positive organisational culture, there has to

be formulation of an overall culture strategy.

Another important measure that should be put in place for a healthy organisational culture is

the development of strong cultural leaders.The values and norms that are the basis of culture

are formed by the leaders in the organization, especially those who have shaped it in the past.

Schein (1990) indicates that people identify with visionary leaders,how they behave and what

they expect. They note what such leaders pay attention to and treat them as role models.

A superior manager will have the ability to create and maintain a working environment that is

conducive to achieving both personal and work-related goals. This is achieved through

effective organisation and planning, controlling and decision-making, co-ordinating and

guiding, and communicating. Also closely connected with matters of leadership are those of

motivation. To facilitate task accomplishment and meet targets, leaders must be tuned in to

the needs and wants of employees. Leadership from senior management filters through to

employees and, as a result, staff often focus on the values and behaviours they observe in

their leaders. This can have a major influence on creating and maintaining the desired

culture. In essence, leaders must articulate a compelling vision and guide the direction; set

high expectations and encourage excellence; and model consistent behaviours. According to

Trice and Beyer, “Persons early in their careers are especially likely to adopt role models as a

way of being sure they will meet expectations and not violate crucial norms.”Thus, following

the behaviours or adopting the same values as an organisational leader, provides a kind of

‘insurance policy’ for newer employees, who feel that by striving to emulate their successful

role model, they themselves cannot fail. This means that managers must be role models for

the organizational culture.

It is imperative that management share organisational culture by communicating effectively

with staff, if a healthy organisational culture is to be enhanced. In many instances, the

misunderstanding of a few words can literally mean the difference between life and death.

Within the context of an organisation, although the consequences may be considerably less
dramatic, communication is nonetheless an essential component in the success and

effectiveness of any unit. The role of internal communications is no longer limited to merely

providing information to employees.Rather it has a major role to play in defining and

improving the relationship between employers and their staff and it can facilitate the

management of strategic, structural, technological and process changes. Moreover, internal

communications can also act as the cultural conscience of an organisation, the

communication planner, the communicator of decisions, the facilitator of real-time listening,

the integrator of the internal culture and external brand, and the medium of consultation

involvement and empowerment.The impact of internal communication as a process and its

relationship to culture is therefore crucial for a healthy organisational culture.

Another vital component in the maintenance of a healthy organisational culture is to

constantly review and obtain feedback on current strategies and performance. Whilst

innovation and diversification (within reason) are encouraged, control over the

implementation of new incentives and how they are financed requires close monitoring.

Businesses need to be driven towards goal attainment and this is impossible without

measuring and reporting on all company matters. Two way communication between

managers and employees is essential in this process.

Brierly suggested that managing and measuring performance should not merely be an annual

toil. Rather, it should be: “A dynamic process integrating that various aspects of

organizational and human resource management, including staff appraisal and development,

as well as quality, standards, targets and outcomes.”

Performance measures need to reflect the values to which organisations espouse and the

objectives they are striving to meet. Additionally, companies must allow for individual goals

and ambitions of employees. After all, without people, there would be no organisational
success. It therefore follows that targets, which are formulated by management to meet

organisational objectives, should be devised in consultation with members of the workforce

who will actually see projects through to completion. When deadlines are met, it is important

that leaders should then offer rewards or incentive schemes to high performers. In this way,

staff are recognised for their efforts (either psychologically or in monetary terms) and are

encouraged to maintain high standards.

Communicating the organisational culture in all dealings with customers is also a vital

measure to be put in place for a positive organisational culture. In relating communication to

culture, Grof maintained that the internal and external communication of an organisation is

based on the interaction and realisation of values – a process similar to the value systems of

societies.Opposing factions in organisations will result in conflict and unrest, which, unless

carefully managed, will filter out to external bodies. Companies must strengthen their

‘oneness’ internally, before transmitting their values outwardly. According to Harvey and

Lusch, functions such as public relations, marketing and lobbying are vital components of

corporate communication and are powerful in their own right.Waddock and Smith reinforced

this view, claiming that these sectors have an important role to play in manipulating and

managing the relationship between a company and its environment.There is no doubt that

paying close attention to customers is a key to organisational success.

Despite the fact that the materialisation of culture and its application in an organisational

setting has spawned much debate, it is widely agreed that culture can serve organisations in

many positive ways, such as: facilitating management of collective uncertainties; creating

social order, continuity, and collective commitment of identity; encouraging ethnocentrism;

and, generating dual consequences. It is thought that when the values of the individual and

the values of the organisation are working in tandem, levels of job satisfaction increase.

However, additional factors such as international competition, greater cultural diversity in the
workplace and the broadening of consumer choice make this idyllic inner balance difficult to

strike, as cultures need to adapt and change continually in order to survive. This paper has

offered a synthesis of best practice on how to build, maintain or modify an organisation’s

culture. Five universal guiding principles were proposed, which could be applied to all

organisations, regardless of the type of product or service provided. Leaders and managers

are advised that although the principles require individual consideration, they must be applied

with a broader perspective in mind. A note of caution is also recommended against rushing

culture development or change. Time and effort are required to achieve the right mix.
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2. Mitchell, T. and Larson, J. (1987), ‘People in organizations,’ London, McGraw-Hill Book

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3. Huczynski, A. and Buchanan, D. A. (1991), ‘Organizational behaviour: An introductory

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4. Bowditch, J. and Buono, A. (1997), ‘A primer on organizational behavior,’ Canada,

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5. Gordon, J.R. (1993), ‘A diagnostic approach to organizational behaviour,’ 4th ed.,

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6. Pettigrew, A. (1979), ‘On studying organizational culture,’ Administrative Science

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