OrganisationCulture&Intervention: Process,structure andre-? Meritsandlimitationsofdescriptions? anisationculture. Hardstructure&"(OD?)anisationalchange?Whatissuesfacea"changeagent"-someoneactingasanODconsultant/player?What"pearlsofwisdom"wouldyouoffersomeoneinitiatinganODprogramme-takingtheirfirststeps?mitmentsMotivationsLoyaltiesPerceptionsLeadership&municationHardsystemsPoliciesProceduresSystemsPerformancesTechnologiesEfficienciesChange,improve,performbetter,re-orientate,lead,trimyoursails,bedifferent,differentiateproducts/,inHarveyandBrown,1992 anisationitselfhasaninvisiblequality-acertainstyle,acharacter,awayofdoingthings-,rulebooks,machines,andbuildingsintotheundergroundworldofthecorporatecultureWhatisacorporateculture?anisation’speople,structureandsystemstoproducebehaviouralnorms-“thewaywedothingsaroundhere”. ,1989:Walck,1989Whosenorms?Sharedorbasedondominantpowersourceand/orideology?Otherpointson“culture”-for-anisations(NPOs) sub-anisationwhichdifferorconflictIsmanagementstyle&corporatecultureakey"ess"factorinfluencingsurvival?municationandleadershipbehaviour?problem-analysisanddecision-makingfortheentiresystem?Theinfluenceof“corporateculture”legitimisationofpurposeandcontrolgivesmembersasenseofwhattodo,howtobehaveandwhatprioritiestofocusonhelpsmembersbridgethegapbetweenformaldirectivesandhowtheworkactuallygetsdoneenables“supervisionandcontrol”-parewithprecision"engineering"anisationstructures,work-technology,methodsandcontrolsMintzberg:eptanceoflegitimateauthority(power)- Managementstylesandnorms,oformthecorporateculture. DealandKennedy(1983)
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