1.0 INTRODUCTION
The field of organizational behaviour and the related discipline of management science began investigating organizations in terms of culture as early as the 1930s. The final phase of the famous Hawthorne studies at the Western Electric Company marked the first systematic attempt to use a concept of culture to understand the work environment. While an important step forward in qualitative research, the investigation was rather blunt and the understanding of organizational culture remained fairly primitive during the following decades.
Organizational culture works a lot like this. Every company has its own unique personality, just like people do. The unique personality of an organization is referred to as its culture. In groups of people who work together, organizational culture is an invisible but powerful force that influences the behaviour of the members of that group. “Based on John McLaughlin in his article in www.study.com he declare that organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations”. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Every organization develops and maintains a unique culture, which provides guidelines and boundaries for the behaviour of the members of the organization. Let's explore what elements make up an organization's culture. Organizational culture is composed of seven characteristics that range in priority from high to low such as innovation (risk orientation), attention to detail (precision orientation), emphasis on outcome (achievement orientation), emphasis on people (fairness orientation), teamwork (collaboration orientation), aggressiveness (competitive orientation) and stability (rule orientation). Every organization has a distinct value for each of