Leadership and management Essay Example | Topics and Well Written Essays - 750 words - 1

Leadership and management - Essay Example On the other hand, leadership focuses on the most important resource, which is people. Therefore, it remains as the process of not only developing but also communicating a vision for the future (Armstrong, 2012). The role of the leader is to design various responsibilities which engage an individual values and competence. Responsibilities are perceived to be motivating when they remain meaningful despite stretching them. Leaders use responsibilities to engage intrinsic motivations by for example creating something new, exercising individuals’ abilities, assisting others, and offering value to the clients (Armstrong, 2012). A good example to illustrate the difference between a leader and a manager is using the case of GE/Durham plant. The plant is responsible for assembling Boeing 777 engine. It has about 170 employees with just one manager. Consequently, within the plant, there are nine teams, each with one leader. The team decides among themselves who performs which work, they schedule training, overtime, and vacation. They also tackle productivity or lack of ethics among the team members. Hence, all of them are leaders. Even though, there are no direct incentives, what motivates the technicians is the desire for perfection and the pride of producing the best engines in the aviation industry. In this case, the work of the manager is to listen and inform the teams (Armstrong, 2012). From the example, it is evident that leadership is purely based on influence as well as shared meaning. It is also an informal role regarded as an achieved position. Part of every team member responsibility requires indepe ndent thinking and initiative. The responsibility of a leader is to decide on the direction of the team. Therefore, a leader is responsible for setting the ultimate objectives, goals, and aim for the team. The leaders will then not only inspire but also motivate the team so that they

Canadian History post confederation Essay Example | Topics and Well Written Essays - 1500 words

Canadian History post confederation - Essay Example The threat of 'race suicide' loomed large in the outlook of housing reformers as it did in all the social improvement campaigns of the era. It was widely believed that the deplorable health of the working class, most visibly demonstrated in the high failure rates in military medical inspections, and the large-scale 'infiltration' of non-British immigrants would jeopardize the future of the Anglo-Saxon 'race.' One worrying development noted by reformers was the hesitancy of landlords to rent dwellings to families with children. This reluctance was commonly noted by observers of the urban scene and became particularly serious after the war with the housing shortage. It represented a concrete manifestation of the potential conflict of interest between different sections of capital -- industrialists and landlords -- over questions such as the reproduction of the workforce. As one conservative union bureaucrat in Toronto, J.T. Gunn, put it blatantly in 1920, 'Landlords object to children, with the result that we are drifting into race suicide.' 'Race' was a loosely defined term used extensively by social commentators to designate the peculiar social attributes that allegedly derived from the biology or culture of a particular people. In the English-Canadian case, this attitude was largely rooted in a sense of the inherent superiority of British 'stock' and constituted a fundamental element of the social hierarchy. It reflected the ideological legacy of the conquest of French Canada and the Native peoples, the Anglo-chauvinism associated with the international hegemony of the British Empire, and the Eurocentric racism linked to colonialism and slavery. Whether one was an environmentalist who believed that active intervention could uplift the social and moral conditions of the indigent and socially 'misfit' or a hereditarian who envisioned that social problems originated in immutable biological traits, there was a common opinion that the Canadian 'race' could be bettered. Neither was there disagreement that the physical, mental, and moral state of the race faced grave danger unless prompt action was taken. Early reformers isolated infectious diseases as the main peril because they threatened to overtake the city as a whole. A 1906 editorial in the Toronto Daily News outlined this threat to the 'respectable' classes: 'The Ward constitutes a constant menace to the physical and moral health of the city. It is an open sore from which flow fetid currents which cannot but be corrupting to the whole community.' The metaphor of disease was widely used to depict the slum housing conditions of immigrants and the poor. Dr Charles Hodgetts, head of the Public Health and Housing section of the COC, argued that temporary shack towns on the outskirts of cities were quickly becoming the 'overcrowded permanent homes of a foreign population -- hot beds of parasitic and communicable diseases and breeders of vice and inequity.' Such bigotry was extended to working-class British and American immigrants as

James Madison Essay Example | Topics and Well Written Essays - 1500 words - 1

James Madison - Essay Example It is hoped that this will bring to light the relevance of Madison's politics to an understanding of America today. James Madison (1751-1836) served as the 4th President of America and is considered as the "Father of the American Constitution." Like his close friend Thomas Jefferson, James Madison came from a prosperous family of Virginia planters, received an excellent education, and quickly found himself drawn into the debates over independence. Madison emerged as a respected leader of the congress, known for his hard work and careful preparation.2 Dahl's analysis of Madison's political views centered on the latter's propositions relative to the Democrat-Republic that he and his colleagues (Alexander Hamilton and other supporters of the Constitution) advocate. These propositions are as follows: (1) the greatest threat in the American republic comes from a minority, not the majority; (2) to protect their rights from minority factions, members of the majority faction must organize their own political party; (3) the danger that majorities might threaten property rights could be overcome by enabling a majority of citizens to own property, a feasible solution in America; and (4) in a republic, majorities must be allowed to prevail. Dahl asserts that Madison's political views have somewhat developed from a non-democratic view to a more democratic one as his experience in politics broaden as demonstrated in his instigation of the Bill of Rights (10 amendments to the Constitution) in 1814. Nonetheless, Dahl contends that these proposi tions are still inconsistent with the political system that he upholds. He mentioned three inconsistencies, namely: (1) as an empirical proposition, his conjecture that increased size reduces the danger of factionalism is contradicted by subsequent experience; (2) in his conception of basic rights, Madison excluded more than half the adult population: women, African Americans, and American Indians; and (3) he actively supported the provision in the Constitution that gave to slave states an increase in representatives amounting to three-fifths of the slave population.3 According to Dahl, four questions served as Madison's guide in establishing his ideas: 1) What is the new system of government to be called 2) Does a common good exist and, if so, can we know what it is 3) What are the major threats to achieving the common good 4) Can these threats be overcome and, if so, how4 Constitutions or political regimes then were classified based on the number of person/s to whom authority is given. It could be any of these: the rule of [the] one, of the few, or of the many. Each may be considered either 'good or bad' form, depending on whether the rulers sought to achieve the common good or merely their own interests. Political regimes ruled by one are considered a monarchy and its undesirable form, despotism. Rule by the few would be aristocracy or oligarchy. How should one call the rule by the many Should the good form be called a democracy or a republic What about the bad form Dahl points out that these two terms were not yet clearly defined then and claims that "Madison's famous distinction between the terms 'democracy' and 'republic' was somewhat arbitrary and ahistorical" quoting Madison's

In-Flight Customer Service Excellence at Emirates Dissertation

In-Flight Customer Service Excellence at Emirates - Dissertation Example e Review 2.1 Introduction 7 2.2 Customer orientation 7 2.3 Customer satisfaction 7 2.4 Customer Service Excellence 9 2.5 Customer perception and attitude 11 2.6 Contact employees and attributes 13 2.7 Attribution Theory 15 2.8 Cabin crew training, selection and staff maintenance 16 Chapter III Methodology 3.1 Research Philosophy 19 3.2 Research Phenomenon 19 3.3 Research Approach 19 3.4 Research Design 21 3.5 Role of the researcher 21 3.6 Data collection 22 3.7 Data Analysis 25 3.8 Ethical concerns 25 3.9 Reliability and Validity 25 Chapter IV Presentation of Results 4.1 Competitor Airlines 27 4.2 Emirate Airlines 32 4.3 Data Analysis 43 Chapter V Conclusion and Recommendations 5.1 Conclusion 49 5.2 Recommendations 51 5.3 Limitations 51 References 52 Appendices 56 Tables Chart I Relationship with Emirates 38 Chart II Reasons for traveling Emirates 38 Chart III Service attributes 39 Chart IV Staff & Attributes 39 Chart V Best In-flight Service 40 Chart VI Services Desired 40 Chart VII Service Improvements 41 Chart VIII Staff Rating 41 Chart IX Customer Satisfaction 42 Chapter I Introduction 1.1 Background Consumers today are enlightened and empowered, and drive the changes in the market place. They are well informed, aware and concerned about products. These have an impact on companies’ go-to-market and service approaches (Baird & Gonzalez-Wertz 2011). Consumer behavior has fundamentally changed with the technological advancements and the old business models are threatened. Marketing professionals have to focus on developing fresh consumer insights which will enable them to transform customer experience. As markets have matured companies that had developed sophisticated but complex business models face tremendous pressure to reduce costs while meeting broad customer...Consumers today are enlightened and empowered, and drive the changes in the market place. They are well informed, aware and concerned about products. These have an impact on companiesâ€℠¢ go-to-market and service approaches (Baird & Gonzalez-Wertz 2011). Consumer behavior has fundamentally changed with the technological advancements and the old business models are threatened. Marketing professionals have to focus on developing fresh consumer insights which will enable them to transform customer experience. As markets have matured companies that had developed sophisticated but complex business models face tremendous pressure to reduce costs while meeting broad customer needs (Hansson, Ringbeck & Franke 2003). Service providers such as the airline have increased the scope their products and services over the decades which has impacted customer expectations. While their aim was to serve larger and more diverse customer base, it resulted in cost structure that is sustainable only when the principal competitors follow the same route (Hansson, Ringbeck & Franke 2003). The traditional carriers received a setback with the advent of technology and when low-cost airlines entered the competition. The low-cost carriers now dictate prices in large and growing parts of the market. This again prompted the larger traditional carriers to change their business model or offer some point of differentiation. One of the areas that airlines could differentiate was in adding value for the customer.

James Madison Essay Example | Topics and Well Written Essays - 1500 words - 1

James Madison - Essay Example It is hoped that this will bring to light the relevance of Madison's politics to an understanding of America today. James Madison (1751-1836) served as the 4th President of America and is considered as the "Father of the American Constitution." Like his close friend Thomas Jefferson, James Madison came from a prosperous family of Virginia planters, received an excellent education, and quickly found himself drawn into the debates over independence. Madison emerged as a respected leader of the congress, known for his hard work and careful preparation.2 Dahl's analysis of Madison's political views centered on the latter's propositions relative to the Democrat-Republic that he and his colleagues (Alexander Hamilton and other supporters of the Constitution) advocate. These propositions are as follows: (1) the greatest threat in the American republic comes from a minority, not the majority; (2) to protect their rights from minority factions, members of the majority faction must organize their own political party; (3) the danger that majorities might threaten property rights could be overcome by enabling a majority of citizens to own property, a feasible solution in America; and (4) in a republic, majorities must be allowed to prevail. Dahl asserts that Madison's political views have somewhat developed from a non-democratic view to a more democratic one as his experience in politics broaden as demonstrated in his instigation of the Bill of Rights (10 amendments to the Constitution) in 1814. Nonetheless, Dahl contends that these proposi tions are still inconsistent with the political system that he upholds. He mentioned three inconsistencies, namely: (1) as an empirical proposition, his conjecture that increased size reduces the danger of factionalism is contradicted by subsequent experience; (2) in his conception of basic rights, Madison excluded more than half the adult population: women, African Americans, and American Indians; and (3) he actively supported the provision in the Constitution that gave to slave states an increase in representatives amounting to three-fifths of the slave population.3 According to Dahl, four questions served as Madison's guide in establishing his ideas: 1) What is the new system of government to be called 2) Does a common good exist and, if so, can we know what it is 3) What are the major threats to achieving the common good 4) Can these threats be overcome and, if so, how4 Constitutions or political regimes then were classified based on the number of person/s to whom authority is given. It could be any of these: the rule of [the] one, of the few, or of the many. Each may be considered either 'good or bad' form, depending on whether the rulers sought to achieve the common good or merely their own interests. Political regimes ruled by one are considered a monarchy and its undesirable form, despotism. Rule by the few would be aristocracy or oligarchy. How should one call the rule by the many Should the good form be called a democracy or a republic What about the bad form Dahl points out that these two terms were not yet clearly defined then and claims that "Madison's famous distinction between the terms 'democracy' and 'republic' was somewhat arbitrary and ahistorical" quoting Madison's

External Environment Analysis of Disneyland Park in Anaheim Research Paper

External Environment Analysis of Disneyland Park in Anaheim - Research Paper Example This outbreak started in December 2014 when 36 people including visitors and workers of Disneyland amusement park contracted measles (Leifer, 2015). In addition, further 90 people across seven states in the US and the neighboring country Mexico were reported infected from the outbreak. Though the measles outbreak in Disneyland had adverse effects on their visitors and employees, it only had a slight impact on the park’s attendance (Comb, 2015). The park lost revenues of unvaccinated visitors who were advised by health officials to avoid Disneyland. In addition, Comb says minors who could not be vaccinated were also locked out of Disneyland as a result of doctors’ recommendation. The park’s management incurred extra expenses by catering for the medical bills of their employees who were infected by measles. Even though, the measles had no adverse effects on Disneyland business, the park’s social image was tainted as a result of the outbreak. Currently, many visitors are medically advised before visiting the park something that portrays the park a dangerous place. Unlike Disneyland Park, Universal Studio Hollywood is a working movie studio. Levine (2014) states that the studio began in mid-1960s as modest backstage tour that offered tours to the public. The studio offers big thrills to the visitors by combining scary effects with high-speed coaster rides. These rides and amusement are based on some of the most famous scenes and characters from popular films and televisions. It also offers the celebration of special events such as treatment of intrepid visitors at the annual Halloween Night Horror and celebration of the Christmas holiday (Levine, 2014). Though the studio has over time grown into more of a theme park that offers roller coasters, it has managed to maintain its focus on movies and culture. Additionally, this park offers water activities for its visitors. Universal Studio

Culture As Eldridge And Crombie Commerce Essay

Culture As Eldridge And Crombie Commerce Essay Culture, as Eldridge and Crombie (1974, cited in Burnes, 1996, p.112) stated, refers to the unique configuration of norms, values, beliefs, ways of behaving and so on, that characterize the manner in which groups and individuals combine to get things done. Every organization has its own unique culture even though they may not have tried to change, manage or manipulate it. Rather it will have been probably changed, managed or manipulated , based on the values of the top management or core people who build and/or direct that organization. Over time individuals (particularly the organizations leaders) attempt to change, manage or manipulate the culture of their organizations to fit their own preferences or changing marketplace conditions.Then this culture influences the decision-making processes, it affects styles of management and what everyone determines as success. When an organization is created, it becomes its own world and its culture becomes the foundation on which the organization will exist in the world. In the past decade, more and more companies have attempted to make significant changes in the way that they manage their businesses. In a world where rapid change has become the norm, a variety of forces have driven organizations to undertake task of changing their culture (Heifetz Hagberg, 2003). 1.1 Definition of Organizational Culture: There is no single definition for organizational culture. A variety of perspectives ranging from disciplines such as anthropology and sociology. Some of the definitions are listed below: Organizational culture is a series of understandings about action that is organized, and find expression in language whose nuances are special to the group (Becker and Geer 1960, cited in Michelson, 1996, p.16 ). Organizational culture is a series of understandings and meanings shared by peoples that are relevant to special group which are passed on to new members, and are tacit among members (Louis 1980, cited in Michelson, 1996, p.16). Organizational culture is a system of knowledge and standards for believing, evaluating and understanding etc that serve to environmental backgrounds (Allaire and Firsirotu 1984, cited in Michelson, 1996, p.16). Basic assumptions and beliefs have deeper level that are: learned responses to internal integrations problems and survivals problems in groups external environment; are shared by members of an organization; that operate unaware; and that define in a basic taken -for-granted mode in an organizations view of itself and its environment (Schein 1988, cited in Michelson, 1996, p.16 ). 2.0 CHANGING ORGANIZATIONAL CULTURE: All the organizations culture isnt static: because the internal and external factors influence culture change, so culture will change. According to Burnes(1991, cited in Burnes, 1996, p.115): assumed that culture is locked into personal values, beliefs and norms of organization, because these conceptions change is difficult. This type of organic culture will be slow if there isnt major shock to the organization. Its a big problem whether organizational culture can be changed or not. In the following, this problem will be discussed: analyzing whether culture can be changed, and if it does, in what way. 2.1 Culture can be Changed: Many people take a more considered view while sharing the belief that culture can be changed. Schein(1985,cited in Burnes, 1996, p.117) who is one of the more influential, believed that before any attempt is made to change an organizations culture, it is first necessary to understand the nature of its existing culture and how this is sustained. He argued that it can be achieved by: For new members, analyzing the process of employment and induction; Analyzing responses to critical events which are often translated into unwritten in history of organization. But rules of behavior are still very strong. Beliefs, values and assumptions of guardians and promoters of organizations culture are analyzed; Paying especial attention to puzzling characteristics which have been observed. Scheins approach is to treat culture as an adaptive and tangible learning process, and emphasizes the way in which an organization communicates its culture to new members. For a variety of reasons, organizations may find that their existing culture is unsuitable or even harmful to their competitive needs. In such a situation, many organizations have decided to change their culture. After a survey carried out in 1988 by Dobson (1988, cited in Burnes, 1996, p.116), Dobson states that these organizations sought to change culture by shaping the beliefs, values and attitudes of employees. Dobson identified a four-step approach to culture change based on these companies actions: Step 1 To change the composition of workforce, organization can change policies of recruitment, selection and redundancy so that prospects of promotion and employment are dependent on those controlling and displaying the beliefs and values that organization wishes to promote. Step 2 Organization may reorganize the workforce in order to make employees and managers who display the required traits to occupy positions of influence . Step 3 Organization can effectively communicate the new values by using a variety of methods such as one-to-one interviews, briefing groups, quality circles, house journals, etc. Step 4 Organization can change systems and procedures that related with rewards and evaluations. Many peoples advocating culture change adopt a similar approach. Some of these underestimate the difficulty involved in changing culture. For example, Egan(1994, cited in Burnes, 1996, p.117) took just four pages to show how organizations could quickly, and with apparent ease, identify and change their cultures. Gordon et al.(1985, cited in Burnes, 1996, p.117) conclude that : this type of generic approach to culture has been criticized as being too simplistic, and putting forward recommendations which are far too general to be of use to individual organizations. Schwartz and Davis (1981, cited in Burnes, 1996, p.118) suggest that: it should compare the strategic significance(importance to the organizations future) of the change with the cultural resistance when an organization is considering any form of change. They term this the cultural risk approach. They argue, it is possible for an organization to decide with a degree of certainty whether to ignore the culture, manage round it, attempt to change the culture to fit the strategy, or change the strategy to fit the culture. Though Schein (19841985, cited in Burnes,1996, p.118) believes that culture can be changed, he also argues that there is a negative side to creating a strong and cohesive organizational culture. Shared values make organizations resistant to certain types of change or strategic options regardless of their merit. Although many peoples believes the advisability of culture change and strong cultures in some situation, and someone question this , there are also people who believe that culture can not be changed or managed at all. Meek (1982, cited in Burnes,1996, p.119) commented that: culture as a whole can not be manipulated, turned on or off, although it needs to be recognized that some [organizations] are in a better position than others to intentionally influence aspects of ità ¢Ã¢â€š ¬Ã‚ ¦ culture should be regarded as something an organization is, not something it has: it is not an independent variable nor can it be created, discovered or destroyed by the whims of management. Filby and Willmott(1988, cited in Burnes, 1996,p.119) also questioned the notion that management has the capacity to control culture. They point out that this ignores the way in which an individuals values and beliefs are conditioned by experience of exposure to the media, social activities, and previous occupationa l activities. A further factor against the feasibility of managing/changing culture is the ethical dimension. Van Maanen and Kunda(1989,cited in Burnes,1996, p.120) argued that: managers attempt to control what employees feel and what they say or do behind the interest in culture. Their argument is: culture is a mechanism for training emotion that is a method of guiding the way people are expected to feel. It can be conceived that they attempt to change culture. Cooper (1998) conclude three views relevant whether culture can be changed : Root Metaphor: If peoples believe that culture is a root metaphor, they believe that there is no instant means about changing a culture which will be developed and which is passed on from generation to generation of the workforce. Cultural change will happen only through the hundreds of forces acting between all the actors, but slowly. It cannot be pre-determined. External and independent variable : If peoples believes that culture is an external and independent variable, they believe that there is little one can do to change a culture in the face of external social behaviours, values and beliefs that employees bring into the work place. Internal variable: If peoples believe that culture is an internal variable, they believe that the culture can be directed and changed. However some focus on the more visible symbols and artifacts, many on peoples behavioral patterns, and others on peoples underlying behavior norms, values, and beliefs. 2.2 How to Change Culture: There are many solutions to changing culture, some prescriptive (directive) others more philosophical (enabling) (Cooper,1998). The need for a change in culture is invariably precipitated by some significant, even critical, external environmental change. 2.2.1 Management Directed : Culture change through the actions and behavior of leaders rather than a process they prescribe a set of actions to create an environment. Peters and Austin (1985,cited in Cooper,1998) equates business and leadership with show business and thus the need to create the right atmosphere. So they advocate shaping values, symbolizing attention even to the point of saying it is the opposite of professional management . Drama can be just for impact and creating stories that get told time and time again, such as the when the founder of McDonalds ordered all managers chair backs to be sawn off so they would be more inclined to get out and meet the customer. Consensus building based on sharing: developing high-trust between individuals; allow time for people to change; to set the direction but allow the employees to work out the details, more direct intervention, provide the training to develop the new skills needed. Within atomized organization, managers will be both the bearers of culture as well as its promoters. 2.2.2 Management Enabled: According to Schein(1985, cited in Cooper,1998):organization need leadership to help the group learn new assumptions and unlearn some of its cultural assumptions when culture becomes dysfunctional. Leaders encourage groups to undergo group cue. The aim is to surface the unconscious assumptions and values of the group as a prelude to changing them to meet the needs of a new environment. Schein had process models: General Evolutionary Process [this is change from within a group that is natural and inevitable and passes through predictable stages]. Adaptation, Learning, or Specific Evolutionary Process [here the environment causes responses by which the group learns and adapts]. Revolutionary Process [in this power is a key variable]. Managed Process [here there is a focus on what can and cannot be changed].         Schein proposes that leaders are responsible for which model to adopt and for ensuring the group knows and agrees which model it is using. Burnes (1996) conclude: If organizational culture lack clear fuidelines, managers must make themselves to choice based on their own circumstances and perceived options as to whether to attempt to change their organizations culture. If organization lacks strong or suitable cultures which bind their members together in a common purpose and legitimate and guide decision-making, managers may find it difficult either to agree among themselves or to gain agreement from others in the organization. 3.0 MANAGING ORGANIZATIONAL CULTURE Cultures are hardly planned or predictable; they are the natural products of social interaction and develop and emerge over time. Someone believes that cultures can be shaped to suit strategic ends. Even if cultures can be managed is this necessarily a good thing? This is the tendency for culture to be promoted as a device for increasing organizational effectiveness. Culture spans the range of management thinking. Organizational culture has been one of the most enduring buzzwords of popular management. Why? Perhaps most importantly culture penetrates to the essence of an organization it almost analogous with the concept of personality in relation to the individual and this acute sense of what an organization is its mission, core values seems to have become a necessary asset of the modern company. There is the contentious question of whether or not organizational culture can be managed or not. While there may be no definitive answer to the question. According to Bate (1994,cited in Willcoxson Millett, 2000, p.97): there exist two basic approaches to culture and strategy: conforming (maintaining order and continuity) and transforming (changing and breaking existing patterns). The effectiveness of the chosen approach to organizational culture and strategy at any given time is dependent on contextual factors that relate to both the internal and the external environment. Thus, context determines a culture needs to be maintained or changed, but the strategies adopted are very much determined by the perspective subscribed to by the manager or change agent. In dealing with the management of organisational culture, it is firstly necessary to identify as fully as possible the attributes of the existing or new target culture the myths, symbols, rituals, values and assumptions that underpin the culture. Allen et al.(1985, cited in Willcoxson Millett, 2000, p.97) concluded that: action can be instigated in any of several key points of leverage: recruitment, selection and replacement -organization ensure that oppointments strength the existing cultures or support a culture change, that can affect culture management. Organization can change the culture by using removal and replacement; socialization -which is especially critical in fragmented organisational cultures. An existing or new culture can be provided by induction and subsequent development and training for acculturation and for improved interpersonal communication and teamwork; performance management/reward systems -organization can highlight and encourage desired behaviors which may (or may not) in turn lead to changed values through using performance management/reward systems. leadership and modelling executives, managers, supervisors can reinforce or assist in the overturning of existing myths, symbols, behaviour and values, and demonstrates the universality and integrity of vision, mission or value statements; participation it is essential that participation of all organization members in cultural reconstruction or maintenance activities and associated input, decision making and development activities if long-term change is to be achieved in values, not just behaviors. interpersonal communication an existing organizational culture can be supported much by satisfying interpersonal relationships. Satisfying interpersonal relationships integrate members into a culture; effective teamwork supports either change or development in and communication of culture; structures, policies, procedures and allocation of resources need to be congruent with organizational strategy and culture and objectives. The above constitute a number of many strategies and leverage points that can be used in organizations to manage an organization in terms of its overall culture. The management of culture is based on a understanding of the tacit and explicit aspects that make-up the existing culture. 4.0 MANIPULATING ORGANIZATIONAL CULTURE: Culture determines what a group pays attention to and monitors in the external environment and how it responds to this environment. Thus, as Bate (1994, cited in Willcoxson Millett, 2000 ) notes, for those who take an anthropological stance, organisational culture and organizational strategy are inextricably linked and dependent each other. Culture is not a separable aspect of an organisation, it is not readily manipulated, and it is not created or maintained primarily by leaders. For the peoples who called as scientific rationalists, organisational culture is one aspect of the component parts of an organisation, a aspect that can be measured, manipulated and changed as organisational variables such as skills, strategy, structure, systems, style and staff. Organisational culture is primarily a set of values and beliefs that articulated by leaders to guide the organisation, translated by managers and employees into appropriate behaviours and reinforced through rewards and sanctions. Scientific rationalist peoples thus tend to talk about culture as if it is a definable thing the culture of the organisation; the organisation has a service culture and their strategies for change focus on modular, design-and-build activity often related to structures, procedures and rewards. 5.0 CONCLUSIONS: Organizational cultures are created or changed by people. In part, an organizations culture is also created and cahnged by the organizations leadership. Leaders at the executive level are the principle source for the generation and re-infusion of an organizations ideology. What constitutes organisational culture and its perceived role in organisational are argued, resting on perceptions of culture either as a historically-based, change-resistant, deep social system which underpins all organisational strategy and action, or as just one aspect of the total organisational system, manipulable though surface structures such as rewards. The model adopted will determine which of the key points of leverage are deemed most likely to achieve the desired outcome of cultural maintenance or change. The perspective adopted will determine the focus of cultural change, development or maintenance activities. There are no definitive answers to questions about whether culture can be changed, managed an d manipulated or not. There are different views about this question. The view of yours based on your knowledge, experience about organizational culture. Although there are no definitive answer to question, you can conclude a answer which fit your view through analyzing of this paper.