Abstract
M.Comm.
Many aspects of the success, or lack of success, of a business can be accurately
measured. Revenues, profit and loss, return on assets, share price, price equity
ratios, market share, customer satisfaction and many more aspects can be
measured and often managed. Apart from the measurable something else is
needed: a successful organisational culture. The culture of an organisation is often
easier to experience than to describe. The objectives of this study are find a workable definition for culture, tools to
measure the culture of groups and leadership skills needed to manage or change
the culture of organisations. Various definitions of organisational culture and culture measuring tools are
studied. The most promising definition of culture and measuring tools are put to the
test in a case study to forni an opinion of the usefulness of such tools for
management. Results of this study indicate that the concept culture, as described in the double s
cube model, is a very useful tool for managers. It provides a quick and easy entry
point to the culture management of an organization. Firstly, the tools that are
available to measure culture provide results that could be used to position a company in the double s cube model. Secondly, the results of the culture
measurement could be used to formulate and decide on the best course of action
when it is necessary to change culture.
Culture management is done by manipulating the sociability and solidarity levels in
an organisation and by ensuring positive contribution of these elements to business
successes. The clear leadership guidelines to achieve this manipulation could be
very useful for managers.
By using the concept of culture, managers could establish competitive advantages
for their businesses. Culture management could be the secret key to open a
situation whereby it is possible to improve business performance and at the same
time create an environment where people are happy to achieve these goals.