• Summary
  • Contents
  • Subject index

'Most books on Organizational Behaviour are still gender-free zones. This book however treats gender as it needs to be treated, as a fundamental organizing principle of organization’. Professor Paul Iles, of Liverpool Business School, Liverpool John Moores University: Challenging mainstream accounts of organizational behaviour and management, which treat gender as an optional extra, this book demonstrates how it can be an essential organizing principle. Each chapter covers one or more of the principal mainstream topics before deconstructing and critiquing these and suggesting other ways of understanding these issues.

Organizational Culture
Organizational culture
Elisabeth M.Wilson

This chapter looks at the concept of organizational culture. Culture can be conceived in many different ways: as societal or national culture, as corporate culture, and as a homogenous or heterogeneous organizational culture. Subcultures can be identified within the boundaries of an organization, and may be based on or across departments, or on occupations or other interest groups, for instance within the managerial group. Similarities can also be seen across organizations (Turner, 1971). This is a rich, complex and potentially confusing field, and this chapter will therefore provide a selective overview of the topic.

Turner (1971) was an early influential writer on culture within organizations. He coined the phrase ‘the industrial subculture’, to describe the similarities which could be observed across a ...

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