| Summary: | The aim of this study is to gather empirical information on the organisational culture of Logos
Agvet and to make it available to the management of the company. The information has
been used to establish whether the culture of the company follows the trend of its business
strategy and copes with internal and external change. Recommendations for a development
strategy, based on the results of the study, are made to support the strategic plan of the
company.
The emphasis of the research is on the underlying cognitive aspects of organisational
culture. The cognitive approach to organisational culture has been used continuously in the
study. This includes assumptions for membership of both management and employees, the
values underlying organisational behaviour and the norms which manifest from the value-system
of the company.
The research has been done in two parts. In the first part of the project, all employees were
asked to fill in questionnaires, to establish what the norms are which manifest from the
value-system of the company. After this a number of structured interviews with individuals in
the organisation were held to determine what the basic assumptions are which form the
foundation of the organisational culture.
Eight basic assumptions, with their accompanying values, have been identified from the
results. The effect of change on the company has also been established from these results.
This information is demonstrated in a model for easy interpretation. This is followed by a
summary of the company's business strategy and concluded with a few recommendations
The link between the culture of the organisation and its business strategy has been clearly
illustrated by the study. It is also clear that Logos Agvet is coping very well with the internal
and external changes. The recommendations are mainly based on the reinforcement of the
most important values and the identification of some neglected aspects of the culture of
Logos Agvet. === Thesis (MBA)--PU for CHE, 1999.
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