O RG A N I S AT I O N A L A N A LY S I S
An organisation’s culture is not imposed but develops through social interaction. Critically evaluate this statement in relation to the Culture and Mechanistic perspectives.

Introduction With new challenges and threats, there is a emerging need for an organisation to re-engineer or reinvent the way they do business. Today, more than ever as competition takes a global dimension, organisations needs not only to be able to adapt to its ever changing environment to survive but also rely on its core resources and competencies to achieve sustainable competitive advantage that eventually results in superiour value creation. Hence, the ultimate challenge is achieving the organizational goals effectively and efficiently through careful planning, organizing, leading, and controlling of the organisational resources. Well managed resources will lead to growth of both productivity and returns. According to Mullins (2005), applications of organisational behaviour and the effective management of human resources are dependent not only upon the nature of the industry or business, but also upon the characteristic features of the individual organisation - and its culture. Therefore, the organisation’s culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic company. So, what is organisational culture? Can it be imposed or developed through social interaction? We will hence answer the above questions in relation to the cultural and mechanic perspectives drawing upon their literature and using some relevant companies as examples. Culture Perspective While there is no single definition for organisational culture, the concept has been defined from many perspectives around the world. In Schein (2004), organisational culture is defined as a “dynamic phenomenon that surrounds us at all