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Cultural engineering: Corporate culture as managerial design - instrumentally oriented / culture is conceived as a building block in organizational design- a subsystem, well demarcated from other parts of the organization / It is in principle no different from other parts of the organization in term of management and control Management as symbolic action - it emphasizes the reality-defining powers of management action / . It is assumed that the leaders of an organization exercise more or less far-reaching influence on the workplace. / This approach emphasizes the avoidance of problems which might negatively affect organizational performance such as conflict, resistance, widespread frustration, high turnover and absenteeism. Organizational culture as a constraint on management rationality -- to treat culture as a diagnostic instrument, as an aid in making wise decisions and avoiding traps. It stresses the deep values and basic assumptions of organizations. Culture is viewed as relatively resistant to attempts to control and change and only occasionally manageable / Mapping cultural terrain produces a guide to orienting oneself and reducing mistakes.

to include influencing task objectives and strategies, influencing commitment and compliances in task behavior to achieve these objectives, influencing group maintenance and identification, and influencing the culture of an organization.