Organizational Culture : An Organization

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Organisational Culture The key in helping to form and provide an identity for an organisation is in its organisational culture. Northcote and Trevelyan (1853) sought to provide the Civil Service with a distinctive character. Their vision based on four principal recommendations (merit through examination, educational level, graded into a hierarchy and promotion through achievement) has meant the Civil Service has invested heavily in training programmes despite long development times. These circumstances are categorised by Deal and Kennedy (2000) as a “Bet-your-company” type culture. The Civil Service’s culture is not just about high risk decisions but also as a whole entity that people live within. Cummings and Worley (2005. 509) examine this point with regards to a company’s culture: An organisation’s culture is the pattern of assumptions, value and norms that are more or less shared by the organisation’s members. This is reinforced by Keyton (2005), who describes organisational culture as a set of artifacts, values and assumptions that emerge from the interaction of organisation members. This could be expressed as the collective way which the organisation does things, which could develop from a shared system of perceptions, beliefs and the way the members have perceived events (Mullins, 2010). The Civil Service has built its culture over many years of history and tradition. Personnel often work, live and play within the Service/MoD environment; Stanford (2010) breaks
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