RESEARCH
ORGANISATIONAL CULTURE: A FORGOTTEN CONTRIBUTOR TO ORGANISATIONAL SUCCESS MATT STEVENS PHD AND ROBERT OSEI-KYEI PHD SHARE THEIR OBSERVATIONS OF THE FOUR MOST COMMON TYPES OF MANAGEMENT MODELS AND THE INFLUENCES EACH EXERTS ON AN ORGANISATION’S CULTURE.
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All outcomes are facilitated by people. In most cases, they are motivated and guided by their organisation’s culture. In our experience, high performing construction firms have a strong and smart organisational culture which is produced by purposeful action of its leadership. 42
Organisational culture is often seen as observed behavioural consistencies, team expectations, rules of the system, embedded competencies, cognitive ideologies, universal principles and primary metaphors which demonstrates the intricacy of cultural context Schein (1990). More importantly, organisational culture indicates the standard practices of organisational team members, their interests, attitudes and beliefs. (Williams et al. (1993) Generally, culture is a rational outcome of a company’s chosen management model.
