This book is more or less a textbook on the organizational culture. It was written with an aim of creating awareness about the nature, structure, elements, approaches, methods, functions, and the manner of thinking of organizational culture. In addition, this book is a "cry after the outbreak of the information systems / logical positivist / quasi-experimental form, that has brought a spiritual and emotional straitjacket of organizational theory and theorists For many years (ix). "As is clear from this statement, this book was written at a time as an organizational culture perspective just begun to gain in importance and organizational theory has only just begun to move on structures.

We divide the book into two halves. First four chapters discuss the general concepts and terminology used in the field of organizational culture. In addition, sources for the origin, development and maintenance of> Culture are also discussed. The second half of the book describes the development of cultural perspectives and methodological approaches to the study of culture in organizations.

Although the concepts associated with this perspective are often used, is the distinction between different concepts is not clear to everyone. Therefore, it would be useful to summarize all the conditions here in one or two sentences. First, "culture of the organization, whichPersonality is the individual or covert unifying theme that provides meaning, direction, and mobilization. "It consists of shared values, beliefs, assumptions, perceptions, norms, symbols, artifacts, and patterns of behavior.

Secondly, we will now define each of these concepts. "Symbols" are evidence that suggests greater importance than they express themselves and a lot more than its actual content. "Embody and combine symbols representing broader patterns of meaning and lead people towith ideas, which in turn provide them with their deeper, richer and often an emotional appeal purposes (21). "Artefacts are tangible and intangible objects and structures (eg, dress code & Annual Meeting Warrant) that communicate, intentionally or unintentionally to general information about the organizational technology, beliefs, values, etc., language, jargon, myths are stories, metaphors, organizational scripts, rites and legends included in the concept ofArtifacts.

Three behavioral patterns relate to routine activities such as rites and rituals that differ communicate through repetition information technology organization, beliefs, values and assumptions. These rituals are so powerful that they are a movement, time, location, language, govern sequence of activities participants answer, artifacts, and use metaphors and symbols that guide responses (36).

Fourth, another way to introduce these concepts is to consider them as three levelsOrganization of Culture (Schein to 54). Artifacts are level 1 They are visible, but not read to. Values and beliefs, level 2, are less visible than artifacts. They are verifiable in the physical environment, but only by social consensus. Basic assumption, Level 3, are the least visible and are taken for granted. These levels are in the shaping of cultural change and the importance of research strategies. A macro-organizational theorists would be located on level 3 and behaviorism at the level1.

Fifth, organizational cultures are not monolithic, which takes place, the concept of sub-cultures. "All institutions of all sizes have subcultures, bags, where the organizational culture varies to some extent by the culture in other pockets of the dominant culture (45)."

Load, sources of origin of the culture come from three categories: the broader social culture, is in the organization, type of business organizationEnvironmental values of the founders or early dominant leaders. Recruitment (or anticipatory socialization), training) (socialization, the removal of deviants and incentives and control structures (reinforcement) are the means to perpetuate the company culture.

Once the basic concepts concerning the organizational culture, clarified, we turn our attention to the issue of research in this area. If organizational culture as espoused beliefs and values, then definequasi-experimental design with questionnaires, surveys and interviews can be used. However, if the organizational culture as a basic underlying assumptions is defined, and whether significant differences between espoused and operational values are present longitudinal and qualitative research methods or ethnographic paradigm is needed. It is better to collect information from such sources with multiple sources) triangulation (eg, archiving of data. The researchers must be on the lookout for physicalArtifacts, archival records, "Language", myths, tales, legends, etc.

Rest of the book is devoted to discussion of the various theories and schools of the organization and the growth of organizational culture paradigm. Several schools are discussed, including classical school, mentoring, s, human resources, school systems perspective, communication) perspective, bureaucracy and decision-making models (including the power politics paradigm.

Finally, I mustnot to mention the sources of growth of the organizational culture perspective. "The overarching concept of culture seems to be consistent with the classical philosopher Bernard Chester (1938), emerged claiming the importance of norms and moral codes in infusion organizations with value-systems (172). Selznick (1957), McGregor (1960), Schein (1961), Jacques (1952) and Whyte (1956) are other classical thinkers, who gave impetus to the prospect. In addition to dissatisfaction with the structuralApproaches to organizational studies, the external events, which had generated interest in the perspective of "the relative ease with which Chinese brainwashing of U.S. POWs in Korea and led to 1961 note book (177). In the 1970s, however, interest waned in cultural approach. The concept of social construction of reality and meaning (Bolman and Deal, 1984 and others) back part of the interest in the perspective to a certain extent. Periodically, there are studies inOrganization with this perspective. It is not, however, moves to the dominant streams in the organization of research, because they have the organizational studies to learn more about the concerns of the times (such as "learning organization") and partly from methodological limitations. While mainstream perspectives soft to hard with the tangible, quantitative variables, knowledge, perspective focuses more on less tangible and essential variables like implicit beliefs which arequalitative, ethnographic studies of long-term effort and low pay-off, because not many magazines that have an interest in their disclosure. That is not to diminish the value of perspective in any way!

Reference:
Ott, J. Steven (1989), The Organizational Culture Perspective, Pacific Grove, CA: Brook / Cole Publishing Company.

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