own. Large companies will certainly have many of these; sometimes they will be associated with functions - marketing, maintenance, etc. - or with professions - engineering, legal, and accounting. But they can occur in company's even of small size and may not be related to any company features. They can be a source of creativity or a source of division and destructive conflict, depending on the nature of their values and how they differ from those of the rest of the company.
             HOW IS ORGANISATIONAL CULTURE RELATED TO NATIONAL CULTURE?
             Organisational culture is often influenced by the background culture in which it is located, sometimes explicitly. Indeed, British Airways has recently removed the British flag from the tailplanes of its jets and replaced it with a variety of different ethnic tailplane designs to reflect the diversity of its business and its increasingly global culture - or at least, to give that impression. There are several deep-lying assumptions about the world, which are characteristics of different national cultures and affect the ways in which people habitually think, and orient them towards particular organisational preferences. However, these assumptions are not intractable, although it should not be assumed that they could be easily changed or set aside. Culture is a complex concert and other variables such as national and contingency ones need to be considered when trying to make sense of organisational cultures and sub-cultures.
             Classical theories of motivation identify that we work because we have needs to satisfy - needs for the basic staples of life like food and shelter - and these are primarily obtained through the wage or salary. Beyond that, we may work to be regarded with affection by our colleagues, to be esteemed or, for self-actualisation, to realize our full potential. Of course, we may meet these needs equally well outside work. Needs for power, achievement and affiliation as being socially...