In other words, as groups evolve over time, they face two basic challenges: integrating individuals into an effective whole, and adapting effectively to the external environment in order to survive. As groups find solutions to these problems, they engage in a kind of collective learning (sharing ideas) that creates the set of shared assumptions and beliefs that we call "culture". Schein also mentioned that culture could be categorised into three levels. The first level, the visible level is "behaviour" and "artefacts". At this level of culture, the behavioural patterns and outward manifestations of culture: goals, organisational structure, policies and procedures, rituals and ceremonies and technology. All may be visible indicators of culture, but difficult to interpret. At the next level of culture are "values". Values to a large extent determine behaviour, but they are not directly observable, as behaviours are. There may be differences between stated and operating values. People will attribute their behaviour to the value they belief. The last level, is the level of "assumptions" and "beliefs". The underlying assumptions grow out of value until they are taken for granted. The manifestations at level one is the result from the reaction between level two and three. Refer to Exhibit 1 on the elements of organisational culture.
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Physical structure.
Ritual and ceremonies.
Artefacts of Stories and legends.
Organisational Culture Language.
Figure 1: Elements of Organisational Culture.
Source: .
Combining these definitions, it is clear that the organisational culture provides the interpretation of core beliefs and serves as the basis by which decisions are made to manage an organisation. In summary, organisational culture is the personality of the organisation and it is unique in each of the organisation.
Avon is one of the most recognisable organisational cultures in the beauty products industry of modern times.
