ABSTRACT
Most people would agree that the modernisation of our public services involves some significant cultural change. Brown's account of the formal and informal organisation parallels Selznick's analysis of the instrumental organisation and the value-infused institution in that both emphasised the 'emergence of an informal, socially organic organisation from bare blueprint of the formal organisational structure'. Schein also connects the development of organisational culture with the life cycle of the organisation, suggesting that organisations undergo distinct stages of change, each of which is associated with a different culture serving different functions and susceptible to change in different ways. The methods associated with cultural change and developments are numerous, with a diverse array of tools involving various qualitative and quantitative techniques. The approach adopts a 'process as opposed to a variables approach', which comprises four linked and circular subprocesses: manifestation, realisation, symbolisation, interpretation.
