Abstract
This case examines two organisations that have many similarities as well as a number of significant differences. The essential technology and systems behind each organisation may be very similar, but the nature and style of management and its consequent impact on the way people working in these organisations think, feel and behave have created very different organisational cultures. So what are the similarities and what are the differences?
| Original language | English |
|---|---|
| Title of host publication | Management and organisational behaviour |
| Editors | L. Mullins |
| Place of Publication | Harlow |
| Publisher | Financial Times Prentice Hall |
| Pages | 34-36 |
| Number of pages | 3 |
| ISBN (Print) | 9780273708889 |
| Publication status | Published - 2007 |