He says that it defines leadership too. With regard to the organisational culture, Edgar says that each organisation has its own way and an outsider brings his / her baggage as observer. ( Schein, opening section ,first three lines and Defining Organisational Culture, third point).
Practically, one can understand the term 'culture' as a regular practice of beliefs, habits and traditions for a longer period. It starts with an individual and envelops people living in his/her vicinities over a period. Our actions, behaviour, public relations, happiness, and suffering are the direct result of our culture. Every person, every race, every religion, every organisation and every country has its own culture. The greatness of a culture is that it has an irrepressible power to transform people into good or bad. The wings of culture are very wide that they can spread their influence to every nook and corner. They can engulf illiterate people residing in a thatched roof in an Indian hamlet or hug highly educated corporate executives sitting and relaxing in the closed circuits of India's hi-tech
city. It has no gender difference. It does not know who is adult and who is child. It does not differentiate between the rich and the poor. That is the speciality of culture. Organisational culture is an extended form of an individual culture. ...
city. It has no gender difference. It does not know who is adult and who is child. It does not differentiate between the rich and the poor. That is the speciality of culture. Organisational culture is an extended form of an individual culture. It acquires varied dimensions. When an organisation, social, political or commercial, adopts a particular culture and imposes it values, either by force or by convincing methods, on people it controls, it equals to implementing its organisational culture resulting in either destruction or elevation of the people. When it repeats the act on other groups / sects /religions, it may lead to an open conflict. Think of the Bharatiya Janata Party's (BJP's) attempt to impose a Common Civil Code in India. Think of the resistance it received from the country's Muslim groups. Sometimes, organisational culture may come in conflict with individual cultural values in the same circle. India's latest tennis sensation Sania Mirza who was chastised by her Muslim community elders for wearing the 'exposure dress' at her tennis matches has defied the community. Majority of Indians sided with her when she had asked the community elders not to teach her 'culture lessons'. Obviously, she does not want to go by the Muslim organisational culture. The point to understand is that no force on Earth can coercively implant an organisational culture on any group.
Social organisations, during their gradual transformation, imbibe in them certain cultural values and develop different perspectives on matters concerning families, religions, beliefs and gender. The gradual growth and transformation of Rastriya Swayamsevak Sangh (RSS), India's foremost social organisation, into a dominating outfit, shows us how