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control reports
should be produced. 
(a) 
Actual
numbers recruited, leaving and promoted should be compared with 
planned
numbers. 
Action may be required to correct any imbalance – depending on the cause. 
BPP Tutor Toolkit Copy

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CHAPTER 6
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ORGANISATIONAL CULTURE AND COMMITTEES 
 
163 
(b) 
Actual pay, conditions of employment and training should be compared with assumptions in the 
HR plan. Do divergences explain any excessive staff turnover? 
(c) 
Periodically, the HR plan itself should be reviewed and brought up to date. 
 
2
What is culture? 
2.1 Spheres of culture 
Culture 
is 'the collective programming of the mind which distinguishes the members of one category of 
people from another' 
(
Hofstede
)
. It may be identified as ways of behaving, and ways of understanding, 
that are shared by a group of people.
Edgar Schein (Schein, 1985) defines organisational culture as 'the set of shared, taken-for-granted 
implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to 
its environment'. He also suggests that the culture of an organisation is grounded in the founder's basic 
beliefs, values and assumptions, and embedded in the organisation over time – what Schein calls 'the 
residue of success'. 
Culture may therefore be identified as ways of behaving, and ways of understanding, that are shared by 
a group of people. Referring to it as: 'The way we do things round here’, Schein (Schein, 1985) says 
that organisational culture matters because cultural elements determine strategy, goals and modes of 
operating. 
Culture can be discussed on many different levels. The 'category' or 'group' of people whose shared 
behaviours and meanings may constitute a culture include: 

A nation, region or ethnic group 

Women versus men ('gender culture') 

A social class (eg 'working class culture') 

A profession or occupation 

A type of business (eg 'advertising culture') 

An organisation ('