ABSTRACT
Organisational culture only became a topic of interest in the 1970s when academics began to seek to understand why Japanese companies were so successful, on the world stage, in a growing number of industries. There are two ways that one can look at what the definitions collectively are saying. One is called the managerialist perspective and the other is the critical perspective. Schein developed a metaphor of organisational culture as an iceberg. Artefacts are the things that one can observe in an organisation. Basic assumptions are sometimes referred to as TFGs (Taken-for-Granteds) – beliefs that everyone in an organisation shares that do not have to be made explicit, as they are "taken for granted". One way of making some sense of the complex interactions of the many forces that results in a culture, and the changing and evolution of organisational culture(s), is called field theory.
