attention to lint and possible out of place threads. The public scrutinizes members of RMC and so the entire ambiance of the college down to the smallest of details must be monitored for political correctness and public appeal. Attention to detail is imperative to all levels at RMC, from the commandant down to the cadet population. Thirdly is outcome orientation: The most pragmatic means of determining the quality of officers RMC produces is to look at the rest of the Canadian Forces, singling out the RMC graduates and contrasting them against the remainder of the officer corps. This is a prime example of being outcome orientated. The culture at RMC depends greatly on the feedback from the rest of the Forces. There has in recent day been a wide shift towards looking at the means by which RMC trains its officers. Yet the system remains very outcome orientated.Fourthly there is People orientation: RMC is people orientated even though to the cadet body the institution at times may appear not to be. Ultimately RMC`s 'raison d'tre' is to benefit the cadets in terms of their officer development, regardless if this means interfering in other aspects of their lives. In other words whenever a cost benefit analysis is applied systematically there is indication that a consideration for people is being made. After all, people orientation is all about management taking into consideration the effects of outcomes on people within the organization. Fifthly is Team orientation: The college is divided into many teams. Each squadron acts as team, the respective classes by year, every committee, every sport, the band and every club in a sense is a team. One can also look further into this principle and point out that each of these groups is also a subculture of the college as a whole. In most cases the culture at RMC encourages team activity. Even in terms of studying, for the most part both engineers and arts students alike collaborate in stu...
