The management of organisational culture

Willcoxson, Lesley and Millett, Bruce (2000) The management of organisational culture. Australian Journal of Management and Organisational Behaviour, 3 (2). pp. 91-99.

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Abstract

Culture is a term that is used regularly in workplace discussions. It is taken for granted that we understand what it means. The purpose of this paper is to identify and discuss some of the significant issues relating to the management of an organisation's culture. As organisational cultures are born within the context of broader cultural contexts such as national or ethic groupings, the paper will commence by defining 'culture' in the wider social context. This definition will subsequently form the basis for discussion of definitions of organisational culture and the paradigms and perspectives that underpin these. The paper will then discuss the issue of whether there is one dominant culture that typifies an organisation, or whether an organisation is really a collection or sub-set of loosely bound group identities. Finally, the paper identifies some implications for the management of culture management and change.


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Item Type: Article (Commonwealth Reporting Category C)
Refereed: Yes
Item Status: Live Archive
Additional Information: © L. Willcoxson & B. Millett.
Faculty / Department / School: Historic - Faculty of Business - No Department
Date Deposited: 30 Nov 2007 11:47
Last Modified: 30 Oct 2013 04:40
Uncontrolled Keywords: organisational culture; management; organisational change
Fields of Research : 15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150311 Organisational Behaviour
17 Psychology and Cognitive Sciences > 1701 Psychology > 170107 Industrial and Organisational Psychology
15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150305 Human Resources Management
Socio-Economic Objective: E Expanding Knowledge > 97 Expanding Knowledge > 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
URI: http://eprints.usq.edu.au/id/eprint/14037

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