ons that: 1) culture is a set of beliefs that in turn shape behavior. It is a form of a shared paradigm, 2) culture is based in part on emotion which are particularly conspicuous when change is threatened, 3) culture is based on a foundation of historical continuity. The potential loss of continuity in part explains the resistant to change, 4) cultures are defined by, and subsequently define symbols, 5) although culture resists change, it is constantly changing. This paradoxical condition limits the speed of change and consumes large quantities of energy, and 6) culture is more probabilistic than deterministic, a set of fuzzy imperatives. While Robbins and Langton describe an organizational culture as a system of shared meaning, they further qualify their definition with seven primary characteristics that in a comprehensive manner incarcerate the spirit of a culture. It is equally important to note that in addition to having a macro culture, RMC is comprised many subcultures. These subcultures can be defined as: "Minicultures within an organization, typically defined be department designations and geographical separation." (Robinson and Langton p. 616)Firstly there is innovation and risk taking: Members of RMC whether military or civilian, are not encouraged to take risk and break the status quo. For the most part, people at RMC regardless of position or role, are expected to act within their roles in keeping with the pre-existing templates laid out. The institution is dependent on obedience and good followership. The rewards and punishments are distributed in such a manner that those who tow the company line are viewed as good followers and thus good members.Secondly there is attention to detail. One of the very first principles taught when recruits arrive at the memorial arch, is to pay close attention to detail. Recruits are expected to pick up on the college history from day one. Uniforms are to be prepared paying close ...
