Diary Entry 5: Organisational Culture This firm embodies a role culture, which Charles Handy specifies as one where

Employees have clear roles clarified by job descriptions (Brooks, 2006, p. 251) and are provided with job security. Additionally, the strict hierarchy and highly centralised disposition of the French institution displays the eminently bureaucratic and systematised characteristics of role cultures. This is a possible indication as to why Dr. Bernard someone trained in solving problems systematically - was elected to his leadership position. Another reasonable suggestion for Dr. Bernards appointment is his compatibility with the cadre culture of French business the membership of which demonstrates competence and is highly recognised by companies in the recruitment of managers. Dr. Bernard meets the criteria of the cadre because of his academic training, language skills and experience, which further explains why he was chosen to lead the firm. This selection process illustrates a ritual of organisational culture. Johnson and Scholes cultural web states, rituals help to give the culture its identity (Brooks, 2006, p. 253). However, Some rituals are dysfunctional in as much as they contradict or countermand the organisations objectives (Brooks, 2006, p. 253), which is the case here. Johnson and Scholes theory also explains that employees and managers behaviour are symbolically significant in maintaining organisational culture. It also suggests that organisational stories help to identify the culture in the history and development of the organisation (Brooks, 2006, p. 253). This means that this organisation has a segmentalist culture described by Kanter as one where policies, procedures, precedence and systems are stressed. Scheins theory implies that peoples assumptions and beliefs lie at the heart of culture. In this case, the assumptions and beliefs of the workforce is that there must be clear direction and instruction from those in higher positions of power and authority in order for organisational norms to remain constant. This was displayed by M. Abel, whose long service before his managerial appointment served as a symbolic story and reinforcement of the organisations cultural values, which led to the distinct obedient and dependent behaviour of the subordinates. Dr. Bernards participative, delegating and human relations-orientated style is mismatched to the instructing, directing and task-orientated style of the organisational culture. His style is more suitable to a task cultured organisation (Charles Handy) where a team culture exists alongside autonomy (Brooks, 2006, p. 251) as well as an integrative culture (Kanter) where there is a matrix or projectbased structure.