ABSTRACT
This chapter begins with Raymond Williams who, for most of his academic life, was preoccupied with the concept of culture and knew well the variability of its meanings. It examines the components with more care: rites, symbolic modes, the cultural attributes of hegemony, the intergenerational transmission of custom and custom's evolution within historically specific forms of working and social relations. The collaborative form of life that could emerge in the enterprise, with its codes and values was both a social order and a moral order. It is necessary to distinguish between culture and non-culture and that, moreover, one need to think carefully about the category of 'experience'. A good deal of managerial linguistic labour takes place, involving rhetoric and powers of persuasion, as new cultures are constructed. It is the manipulative culture of control. Binns has argued, Total Quality Management (TQM) is inseparable from the concept of corporate culture.
