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of the organisation. These characteristics of an organization's culture are apprehensive with how employees would perceive them not whether they like them or not. A culture is formed in the organization when, the founder of the business has implemented his views into the business. To retain them values within the organization he would need to reduce the risk of it being destroyed by employees, so only employees on the same wavelength as the founder they would be retained. These employees would be socialized and trained to the founder's way of thinking/feeling. After the training it would be a knock on effect for new employees, as when they socialize with the old employees their behaviour would act as role model encouraging the new employees to adapt.

There are two types of organizational culture, the strong culture would show that a company's core values are widely shared by many and intensely held within the company so, strong culture would lead to low employee turnover. Whereas, a weak culture would involve extensive bureaucracy and procedures to retain control of the organization, as they values would not have enough direction. But, with strong culture an organization should deter any stereotyping with employees and step away from viewing employees as showing disloyalty if they feel change in the way the company operates can be more successful. If the organization does not successfully address these problems it would lead to Groupthink, this is described by Irving L. Janis as where 'members strive for unanimity override their motivation to realistically appraise alternatives of action.' A weak culture would lead to the need of cultural change where some aspects necessarily need to be altered or change as it has previously lead to other factors being affected to result in the businesses failure. But, cultural change can also arise from a dramatic crisis existing or being created or a turnover in leadership. The government in relation to organizations the recent cold temperatures and snow, as there was public anger because the areas affected were left alone without much government help. This has lead to the transport minister resigning as he failed his job.

The Organizational structure can be linked to the organizational culture as Charles Handy like other scholars have explained. Handy [4] outlines four types of culture the first is Power culture this culture has few rules and little bureaucracy, the control spread from the top to all departments. Another type is the Role culture which will likely establish formation of hierarchical bureaucracy with a clear delegation of authority to individuals/teams. The power in this culture would come from the job title not expert knowledge of an individual. The next type of culture Handy describes is the Task culture, where powers comes from the expertise and are usually formed into teams to solve the same task collectively. The team would involve highly skilled specialist in the specific market. The final type is the Person culture this exists where individuals see themselves more powerful than the organization (Police brutality in the recent protest), so this type of culture would make it difficult for an organization to exist as the organization goals may be ignored. But, if each individual brings a specific expertise to the firm then it can work such as in a professional partnership. The problem with particular cultures is it can be too demanding for the owners of t本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。