2. 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

3. 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.

4. III. MANIFESTATIONS OF CULTURE
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.
 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

5. 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