LAWRENCE EDET NSA - St Clements University

the need to assert power by management or to achieve greater
efficiency.
Bureacracy slows down progress and hinders rapid response
to changing environment of an organization.
Organizational Culture and Climate
Organizational culture is viewed as the product of goals,
structure, ownership and size as well as company history,
technology, its products marketing and environment
(Salaman, 2001). It refers to those factors which enable us
distinguish one organization from another and are the
product of its history, management, operating environment,
technology goals, etc Mullins (1996) described organizational
structure in broad terms as “the collation of traditions, values,
policies, believes and attitudes that constitute in pervasive
context for everything an organization think and do”. Simply
put, organizational culture is the way an organization
conducts its activities. The culture and structure of an
organization develops over time and in response to a complex
set of factors.
Strong cultures are associated with those organizations where
the guiding values of top management are clear and
consistent and are widely shared by the employees. Such
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