takes constant process of patterned change into account. Determining where an organisation has been, where it is currently, and where it is primarily poised to go next is critically important before any "change" is attempted. Indeed, what managers must do is discover the unique patterns and processes - and then work to influence them in a manner that helps the organisation to help itself function more efficiently and effectively. The pattern of dynamic relationships at the organisation level is culture, which explains why organisational culture is so powerful. So powerful, in fact, that its impact supersedes all other factors when it comes to organisational change (Kotter & Heskett, 1992 in Schneider 1997). Collins and Porras (1994 in Clegg et al 1996) showed that it is strikingly evident that organisational culture lies at the centre of what differentiates "visionary" companies from comparison companies (and significantly greater economic performance over the long-term).Culture, "how we do things around here in order to succeed" (Schneider, 1994, 1997), is an organisation’s way, identity, pattern of dynamic relationships, "reality". It has everything to do with implementation and how success is actually achieved. No management idea, no matter how good, will work in practice or implementation if it does not fit the culture. Therefore managers have to consider how they can make the culture fit the plan. They do this by acknowledging which type of culture they are in, and then choosing which skills and knowledge they require to ‘fit’ the circumstances.Leaders create one of four core cultures, consciously and/or unconsciously, from their own personal history, nature, socialisation experiences, and perception of what it takes to succeed in their marketplace. (Schneider 1997) Each of the four core cultures emerges from the following organisation archetypes: Control: militaristic system; power motives. Coll...
