It is gradually recognised that culture, although difficult to measure precisely, it is a real and very powerful force in organisations. Organisational behaviour is related to culture because it is concerned with the consequences of individual and group values. Also culture cannot be directly observed but may be inferred through the behaviour of individuals and groups. Similarly organisationalbehaviour is partly driven by the organisational goals that are set by management.

Behaviour will vary according to what objectives are pursued, for example profit versus public welfare versus concern for the environment. Whether objectives are achieved is largely dependent on how well individuals and groups work together.

A radical approach to culture change is required; this means understanding our own culture and why it has developed the way it has. Every organisation is capable of transforming its culture to be as inclusive as is possible in its own situation.I would approach the study of organisationalculture by considering; Management can adapt organisational culture in order to influence behaviour through:

• Unfreezing negative attitudes to reduce resistance to change
• A change in leadership and style reflected in a change of organisational values
• Encouragement of entrepreneurship and risk taking

An assessment of an organisation's culture is useful tool in ensuring that the correct cultural elements are in place and aligned to support the strategy or vision, resources, and systems required to follow the road map to change. Building culture will be a reality if equal opportunity is available for all the employees to realize their potential in aorganisational behavior, which is supported by values. Hence, the need of the hour is a paradigm shift in organisational culture practices which is oriented towards a vision in to the future.