CONTENTS

ACKNOWLEDGEMENT
LIST OF TABLES
CHAPTERS PAGE NO

Chapter 1 INTRODUCTION
Culture a complex whole
Organizational culture
Key areas of culture
Strong culture and weak culture
Healthy and unhealthy organizational cultures
Organisational culture and leadership
Organisational culture and human behaviour at work
Organisational culture and work ethics
Organisational culture in the Indian context
Organisational culture in the Kerala context
Focus of [he study
Need ancl significance
Introductory Conclusion

Chapter 2 REVIEW OF LITERATURE

Concepts of Culture
Concepts of Organisational culture
* Artifacts, values and assumptions:
Specific manifestations of organizational culture:
Concept of values
Concept of work values
Dimensions of work values
Core values and dominant culture
Organizational culture - synthesis of subcultures
Culture's functions
Work values and Psychological contract
Work Socialization and human behaviour
Approaches to organisational culture
Human potential philosophy:
Socio-technical philosophy:
= Total Quality management philosophy
Culture-Personality approach
Inferences from texts and scriptures
The reductionist-positivistapproach
Determinant factors of organizational culture
The founders, leaders and directors:
History
National culture
Power distance
Collectivism versus individualism
Femin~tyversus masculinity
Uncertainty avoidance
Long-term orientation versus short-term orientation
Basis of trust
Protocol
The sector
Leadership and organisation culture
Organisational structure and culture
Typology of organizational culture
Soft and Synergetic' Work Cultures
Charles Handy's cultural typology (1991)
Schneider (1994) cultural typology
Sonnenfeld, cultural typology (1998)
Foundations for organisational culture research
Models rely on the simple identification of a list of cultural
characteristics
Brown's (1995) model
Robbins' (1993) model
Dyer's (1985) model
Model brings together the idea of culture as congruent
with everything that happens in an organization
Johnson and Scholes's (1997) 'cultural web'
Leadership model
Bowers model.
 Bureaucratic cultural model 69
Learning model and organizational culture 70
Differentiating corporate cultures 70
Strong versus weak culture 72
Organisational culture and empowered work place 73
Increasing Importance of organizational culture 74
Over view of theoretical underpinnings 76

Chapter 3 REVIEW OF RECENT STUDIES

Introduction
Studies on organisational culture
Sub variables: organisational culture
Openness
Confrontation
Trust
Authenticity
Proaction
Autonomy
Collaboration
Experimentation
Studies related to values and work values expectancy
Sub Variables: value expectations
Ability Utilization
Achievement
Advancement
Aesthetics
Altruism
Authority
Creativity
Economic rewards
Life style
Prestige
Personal Development
Physical activity
Social interaction
Social Relationship
Risk taking
Variety
 Working condition
Peace of mind
Comfort of life
Dependency
Other sub variables related to the topic
Leadership
Motivation
Work Identity of Indian workers
Over View
Research Questions
Statement of the problem
Objectives of research
Hypothesis of the research
Chapter 4 METHODOLOGY
lntroductiori
Organisation A: Public sector (Short profile)
Organisation B: Public sector (Short profile)
Organisation C: Private sector (Short profile)
Sample
Operation definition of key concepts
Conceptual definition
Tools of data collection
Data collection
Scoring and cordin!] of data
Chapter 5 ANALYSIS AND RESULTS
Discussion
Thesis summary
Conclusion
Scope for further research
Bibliography
Appendix
a. Background information data sheet 1
b. Questionnaire OCTAPACE Organisational Culture ii - iv
c. Questionnaire Value Expectancy v-ix