A pattern of shared basic assumptions that an organization develops as it solves its problems of external adaptation and internal integration, has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to these problems.
This refers to the values, beliefs, and attitudes that permeate an organization, as well as to more formal components such as policies, procedures and rules. If strategy defines where an organization wants to go, culture determines how - maybe whether - it gets there.
the set of beliefs, values, and norms, together with symbols like dramatized events and personalities, that represents the unique character of an organization, and provides the context for action in it and by it.
"Underlying values, beliefs and principles that serve as a foundation for the organization's management system, as well as the set of management practices and behaviors that both exemplify and reinforce those principles." (Cox, Taylor Jr., Cultural Diversity in Organizations: Theory, Research & Practice, Berrett-Koehler: San Francisco, 1993, p. 161)
A pattern that emerges from the interlocking system of the beliefs, values and Behavioral expectations of all the members of an organization.
An organization's beliefs, knowledge, attitudes, and customs. Culture may result in part from senior managers' beliefs, but it also results from employees' beliefs. It can be supportive or unsupportive and positive or negative. It can affect employees' ability or willingness to adapt or perform well.
A pattern of shared values and beliefs giving members of an organization meaning and providing them with rules for behavior.
Organizational culture, or corporate culture, comprises the attitudes, experiences, beliefs and values of an organization.