Study of Organisational Culture Type and Typology

Authors

  • Jyoti Mittal

Keywords:

Organisational, Culture, development, environment

Abstract

Establishing a corporate culture based on a well-established and widely recognised set of beliefs is essential to its success. Strong corporate culture results in three distinct outcomes: All employees know exactly what is expected of them at any given time, and they know they will be rewarded for upholding the values of the company by their superiors if they perform as they are told. Maintaining a strong business culture begins with attracting and retaining workers who share and embody the organization's basic values, as well as establishing orientation, training, and performance management programmes that reinforce those principles. Another essential step managers may take is to reward and recognise workers who exemplify the company's ideals.

References

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Martin, Joanne. Cultures in Organizations. Oxford: Oxford University Press, 1992.

Pettigrew, Andrew M. On Studying Organizational Cultures. Administrative Science Quarterly 24.4 (1979): 570–581.

Schein, Edgar H. Organizational Culture and Leadership. San Francisco: Jossey-Bass, 1985.

Schein, Edgar H. Organizational Culture. American Psychologist 45.2 (1990): 109–119.

Schultz, Majken, and Mary Jo Hatch. Living with Multiple Paradigms: The Case of Paradigm Interplay in Organizational Culture Studies. Academy of Management Review 21.2 (1996): 529–557.

Smircich, Linda. Concepts of Culture and Organizational Analysis. Administrative Science Quarterly 28.3 (1983): 339–358.

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Published

31-12-2019

How to Cite

Jyoti Mittal. (2019). Study of Organisational Culture Type and Typology. International Journal for Research Publication and Seminar, 10(4), 85–91. Retrieved from https://jrps.shodhsagar.com/index.php/j/article/view/1310

Issue

Vol. 10 No. 4 (2019): october-december

Section

Original Research Article

License

Copyright (c) 2019 International Journal for Research Publication and Seminar

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