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Foundation Of Human SkillsOrganisational CultureBy : Anonymous
“Culture encompasses the values, beliefs, attitudes and behaviour of anorganisation. Culture is how things get done in organisations. It is also a well-known fact that an organisation’s culture shapes its learning orientation. It istherefore important to understand the cultural aspects of the organisationbefore planning any initiative in e-learning or knowledge management.”
ORGANISATIONAL CULTURE
The culture of an organisation is an amalgamation of the values and beliefs of the people in an organisation. It can be felt in the implicit rules andexpectations of behaviour in an organisation where, even though the rules arenot formally written down employees know what is expected of them. It isusually set by management whose decisions on policy usually set up the cultureof the organisation. The organisational culture usually has values and beliefsthat support the organisational goals.
Values and Beliefs which support Organisational Goals
.The culture of the organisation, if it is positive and helpful can help to motivatestaff or at least prevent them from becoming dissatisfied. At IBM. the attitudeof management to their employees is an attraction to prospective staff andwould probably help maintain the staff that they have. If the climate does notsatisfy the needs of staff, then it will probably become a demotivator, - that isthat it would cause dissatisfaction and so people would become less inclined towant to work towards the organisational goals. 
Things in an organisation which contribute to the culture or climate
o
the organisational structure of reporting andrelationships
o
company policy
 
o
personnel practices
o
work flow and work loads
o
job design
o
management and supervisory styles. 
Things which can affect the organisational culture on an individual orpersonal level
.
o
levels of trust
o
risk taking
o
stress
o
fears and anxieties
o
social interaction
o
factions and politics
Organisational Goals
All organisations have goals.These goals might be to make the most profit they can, or to gain the highestmarket share in their area of business or in the case of many communityorganisations, to provide an effective service to the community even if they donot make any money at all.Managers are employed to ensure that the people who work in an organisationare working together to achieve the organisations goals. 
 
 
What is this thing called organisational culture?
Conversations often refer to different organisations having different cultures.For the average person - "culture" may mean that they perceive the organisationthey are involved with to be:
•
 pushy, harsh and authoritarian
•
very political with traps and pitfalls for people to fall into if they are notnimble and able to wheeler-deal and hold their own in a brawl
•
rule and ritual bound
•
cold and separated
•
 brisk, dynamic, opportunistic
•
exploitative, all take and no give
•
caring and genuinely interested in people as people
 
People classify what they see as the characteristics of organisations. Weconstrue and organisation culture. It is socially defined and experienced. Theexperience of the things we feel are displayed by the "culture and its practices"affect how we behave and respond to the organisations we work in.
 Culture Control and Engineering
Managers seek to "change" the culture of the organisation. What
they
thereforetry to do is shape the way that people behave, feel, contribute, interact, and perform as employees of the organisation. This is usually called leadership!They initiate the debates, set the imperatives and priorities. If the managerswant to pursue quality improvement then meetings will be held, training will bedone, banners will be waved - new imperatives are brought in to the business to be integrated by way of activities, expectations, values and sanctions into theculture of the business. This is business - the business must succeed in co-ordinated, highly charged ways. New policies, methods and roles are introduced to shape behaviours,encourage, promote and require - to push certain expectations of performancein the business and thus to control.
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