This thesis reviews the Total Quality Management (TQM) literature and concludes that core to the introduction of TQM in any organisation is a need to be acutely sensitive to the cultural aspects of the organisation. This thesis proceeds to review the Organisational Culture literature and concludes that culture can be measured and changed. It also identifies four factors of Organisational Culture which facilitate measurement of the concept. As the research programme is situated in the public sector the thesis considers the very different and indeed opposing views regarding the development of the public sector and concludes, that irrespective of the strategy used, that the human factor is a key area in public sector reform. This people focus requires culture change and time to implement. The methodology employed to measure and compare organisational culture in both private and public sector organizations at two different times in the quality journey was primarily positivist and quantitative. Cartwright’s 9-dimension culture questionnaire was employed to capture the human facets of organisational culture. The results indicate a significant difference in culture between the private and public sectors at both times but that the variation in culture had reduced during the time interval between the two surveys. The implications of this study will assist in the understanding of organisational culture particularly in the public sector. Due to the shortage of research in this sector the results will assist in the development of public sector reform or modernisation programmes.