Summary

There is no single definition for organizational culture. A set of common understandings around which action is organized, . . . finding expression in language whose nuances are peculiar to the group

This sampling of definitions represents the two major camps that exist in the study of organizational culture. The first camp views culture as implicit in social life. The second camp- culture is comprised of distinct observable forms that groups of people create through social interaction and use to confront the broader social environment. BEHAVIOR AND ARTIFACTS

We can also characterize culture as consisting of three levels . The most visible level is behavior and artifacts. This is the observable level of culture, and consists of behavior patterns and outward manifestations of culture: perquisites provided to executives, dress codes, level of technology and the physical layout of work spaces.

VALUES

At the next level of culture are values. Values underlie and to a large extent determine behavior, but they are not directly observable, as behaviors are.

To really understand culture, we have to get to the deepest level, the level of assumptions and beliefs.

Organizational values express preferences for certain behaviors or certain outcomes. Organizational norms express behaviors accepted by others.

Strategic leaders have an additional set of challenges. They have to create the means and the opportunities to infuse their employees with new ways of looking at themselves and their capabilities. Leaders' new ideologies and values need to be communicated effectively, internalized by employees, and then translated into productive methods of thinking and working.

How make systemic culture changes not negated by the socialization process new members go through?

• Organizational design and structure. modifying the organization's basic structure may be a way of changing the existing norms, and hence the culture. For example, a culture of mistrust between the leaders...